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Report by the Board of Directors
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
2
Report by the Board
of Directors
for the
financial year 1 Jan–31 Dec 2024
CONTENTS
The operating environment
3
Pihlajalinna’s outlook for 2025
3
Consolidated revenue and result
3
Reporting segments
4
Consolidated statement of financial position and
cash flow
4
Financing arrangements
5
Acquisitions and capital expenditure
5
Personnel
5
Share-based incentive schemes
6
Research and development
6
Risk management, risks and uncertainties
in business operations
6
Shareholders’ Nomination Board
7
Board of Directors
7
Committees nominated by the Board
8
Remuneration of the members of the
Board of Directors
8
Board authorisations
8
Repurchase and transfer of own shares
8
Flagging notifications
8
Shares and shareholders
8
The Board of Directors’ proposal
for profit distribution and the Annual General Meeting 2025
11
Events after the financial
year
11
Calculation of key financial figures
and alternative performance measures
12
Key financial figures
14
Reconciliations with alternative key
figures and ratios
15
Corporate Governance Statement
19
I Introduction
19
II Corporate Governance
19
III Internal Control And Risk Management Mechanisms
24
IV Other Information Required
27
Sustainability Statement
27
General disclosures (ESRS2)
28
Climate change (E1)
56
Own workforce (S1)
64
Consumers and end-users (S4)
79
Business Conduct (G1)
90
Dates and signatures to the report
by the Board of Directors and the financial statements
148
This ESEF report is a translation and has been published voluntarily.
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
3
Report by the Board
of Directors
for the
financial year 1 Jan–31 Dec 2024
The operating environment
The wellbeing services counties are undergoing major changes. The
economy is being balanced through transformation programs, and
cuts have been made by reducing social and healthcare services and
laying off personnel. According to the law, the wellbeing services
counties should cover their deficits accumulated since 2023 by 2026.
As of the assessment made in autumn 2024, the total accumulated
deficit of the wellbeing services counties is 2.7 billion euros.
The regional board of the Wellbeing Services County of Pirkanmaa de-
cided in January 2025 to search for social and healthcare service pro-
vider for Northern Pirkanmaa through a tender process, in addition to
in-house production, starting from early 2026. This is the first major
new service production agreement between a private and public op-
erator since 2020.
According to the Finnish Institute for Health and Welfare, over
166,000 patients were waiting for access to non-urgent specialised
care in the wellbeing services counties at the end of August 2024.
Some 18 per cent of those in the queue had been waiting for over six
months to access treatment. This is the highest figure on record in
the statistics published by the Finnish Institute for Health and Wel-
fare, which date back to 2007. Valvira has ordered 14 wellbeing ser-
vices counties and the Helsinki and Uusimaa Hospital District (HUS) to
bring access to non-urgent specialized healthcare in line with the law
by March 31 2025, at the latest.
Regulatory amendments concerning hospital emergency and on-call
services and surgical operations entered into force at the beginning of
2025. Under the amendments, wellbeing services counties can con-
tinue to use private service providers for day surgery and short-stay
surgery, such as knee and hip replacement surgeries. According to the
Finnish Institute for Health and Welfare, a total of 2,607 primary joint
replacement surgeries were performed in private hospitals in 2023,
which represents an increase of 772 compared to 2022 levels. One
example is Pihlajalinna’s Jokilaakso freedom-of-choice hospital,
where a record-high 893 joint replacement surgeries were performed
in 2024.
The Elderly Care Act was amended as of 1 January 2025. The new
minimum staffing ratio stipulated by the Act for 24-hour elderly care
in service housing is 0.6, which is lower than the previous require-
ment of 0.65.
The private sector produces more than half of all appointments with
physicians. Approximately 2.1 million workers are covered by occupa-
tional healthcare services. According to the Finnish Institute of Occu-
pational Health, over 70 per cent of occupational healthcare agree-
ments cover medical care in addition to statutory preventive occupa-
tional healthcare. Approximately 1.3 million Finns have private medi-
cal expenses insurance, and the trend is rising.
Wages in the private healthcare service sector were subject to a gen-
eral increase of 2.4 per cent in September 2024, and pay scales were
increased by 0.51 per cent. In December 2024, employees were paid
one-off compensation of EUR 500. In 2025, wages will be increased
for the period 1 May 2025–30 April 2026 (12 months) by a general in-
crease and a pay scale increase, the magnitude and timing of which
will be determined in accordance with the wage increases in the ref-
erence sectors. The collective bargaining agreement is valid until
spring 2026.
Pihlajalinna’s outlook for 2025
In 2025, Pihlajalinna will focus on organic growth especially in Private
Healthcare Services, and continued improvement in profitability.
●
The Group estimates consolidated revenue to remain on a par
with the previous year’s level (EUR 704.4 million in 2024)
●
The Group estimates the adjusted operating profit before the
amortisation and impairment of intangible assets (EBITA) to in-
crease to at least 9 per cent of revenue (7.8 per cent in 2024)
The Group estimates demand to remain stable. Slow economic
growth may affect Pihlajalinna’s service demand and financial result
more than expected.
Consolidated revenue and result
Revenue
Pihlajalinna’s revenue was EUR
704.4 (720.0)
million, a decrease of
-
2.2
per cent. In Private Healthcare Services, the divestment of dental
care services decreased revenue by EUR 4.8 million and in Public Ser-
vices, the termination of cost liability for demanding specialised care
,
the gradual transfer of the services agreement of Jämsän Terveys Oy
and other changes to outsourcing agreements decreased revenue by
EUR 61.0 million. Pihlajalinna’s comparable organic revenue
1)
growth
was EUR 51.1 million, or 7.8 per cent.
¹) The following items have been excluded from the comparison pe-
riod revenue: the divestment of dental care services, the transfer of
cost liability for demanding specialised care, the gradual transfer of
Jämsän Terveys Oy’s service agreement, other changes to outsourc-
ing agreements and COVID-19 services.
Profitability
Adjusted operating profit before amortisation and impairment of in-
tangible assets (EBITA) was EUR
55.2 (37.8)
million. Adjusted EBITA
margin was
7.8 (5.2)
per cent. Adjustments to EBIT amounted to EUR
-0.8 (8.5)
million. Profitability improved due to efficiency improve-
ment measures in Public Services and in Private Healthcare Services,
due to commercial measures, enhanced service processes and cost
control.
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
4
Profitability in the financial year was negatively affected by write
downs related to business premises, which were recognised based on
the management's judgment, and provisions for property renovation
and maintenance responsibilities. These had a total negative effect of
EUR 2.9 million on profitability.
In December, the District Court ruled the City of Jämsä to pay Jämsän
Terveys Oy additional costs caused by the COVID-19 pandemic, plus
late payment interest and legal expenses. The difference of opinion
on the impact of the transfer of personnel on the annual fee was set-
tled before the court hearing. In total, these items improved EBITDA
by EUR 1.5 million for the financial year, and they have been treated
as EBITDA adjustment items.
In the comparison period, the write-off of receivables from previous
years reduced EBITDA by a total of EUR 7.8 million and was treated as
an EBITDA adjustment items. The write-off in question also reduced
financial items in the comparison period by EUR 0.4 million. In the
comparison period, the write-off reduced profit before taxes by a to-
tal of EUR 8.2 million and earnings per share by EUR 0.26.
Pihlajalinna’s EBIT was EUR
48.5 (20.6)
million.
The Group’s net financial expenses amounted to EUR
-9.8 (-12.4)
mil-
lion. Refinancing in June generated a total of EUR 0.6 million in non-
recurring financial expenses recognised through profit or loss. Finan-
cial expenses in the comparison period include impairment of loan re-
ceivables of EUR 1.2 million. Profit before taxes was EUR
38.6 (8.2)
million.
Profit for the financial year was EUR
30.2 (4.6)
million. Earnings per
share (EPS) was EUR
1.13 (0.19)
.
Reporting segments
Pihlajalinna changed its segment reporting effective from 1 January
2024. Pihlajalinna has two reportable segments: Private Healthcare
Services and Public Services. The new reporting structure follows
Pihlajalinna’s business model and organisational structure.
The Private Healthcare Services operating segment consists of private
clinic, diagnostics, hospital, occupational healthcare, remote and fit-
ness center services. These comprehensive care path services are pro-
vided by Pihlajalinna to corporate customers, insurance companies,
the public sector, and private customers through its nationwide net-
work of medical centers and diverse digital channels.
The Public Services operating segment consists of social and
healthcare services produced primarily for the public sector, which in-
clude outsourcing and housing services, mainly remotely produced
responsible doctor services, as well as a wide range of staffing and re-
cruitment services.
Private Healthcare Services
Revenue
Revenue from Private Healthcare Services was EUR 451.5 (423.1) mil-
lion, an increase of 6.7 per cent. Revenue increased especially in in-
surance company customers and occupational healthcare services.
The divestment of dental care services decreased revenue by EUR 4.8
million. Comparable organic revenue growth
1)
was EUR 45.0 million,
or 11.1 per cent. The appointment volumes of Pihlajalinna’s private
clinics increased slightly from the comparison period.
Profitability
Adjusted EBITA was EUR 33.6 (27.2) million, an increase of 23.8 per
cent. Adjusted EBITA margin was 7.4 (6.4) per cent. Profitability im-
proved particularly in occupational healthcare services and clinic op-
erations due to commercial measures, improved efficiency of service
processes and cost control. Conversion, which is the ratio of diagnos-
tics revenue to revenue from appointments, was on a par with the
comparison period. Adjustments totalled EUR 0.7 (0.5) million.
Operating profit (EBIT) was EUR 25.8 (19.4) million. In the comparison
period, EBIT was increased by a sales gain of EUR 3.6 million recog-
nised on the divestment of dental care services.
Public Services
Revenue
Revenue from Public Services was EUR 267.6 (314.3) million, a de-
crease of 14.9 per cent. The termination of cost liability for demand-
ing specialised care, the gradual transfer of the services agreement of
Jämsän Terveys Oy and other changes to outsourcing agreements de-
creased revenue by EUR 61.0 million. Comparable organic revenue
growth
1)
was EUR 3.4 million, or 1.3 per cent.
Profitability
Adjusted EBITA was EUR 21.5 (10.6) million, an increase of 103.1 per
cent. Adjusted EBITA margin was 8.0 (3.4) per cent. Profitability was
improved by efficiency improvement measures and contract changes
in complete outsourcing. Profitability in the financial year was nega-
tively affected by write downs related to business premises, which
were recognised based on the management's judgment, and provi-
sions for property renovation and maintenance responsibilities. These
had a total negative effect of EUR 2.9 million on profitability. Adjust-
ments totalled EUR -1.5 (8.5) million.
EBIT amounted to EUR 22.7 (1.2) million.
In December, the District Court ruled the City of Jämsä to pay Jämsän
Terveys Oy additional costs caused by the COVID-19 pandemic, plus
late payment interest and legal expenses. The difference of opinion
on the impact of the transfer of personnel on the annual fee was set-
tled before the court hearing. In total, these items improved seg-
ment’s EBITDA by EUR 1.5 million for the financial year, and they have
been treated as EBITDA adjustment items.
In the comparison period, the write-off of receivables from previous
years reduced EBITDA by a total of EUR 7.8 million and was treated as
an EBITDA adjustment item. The write-off in question also reduced fi-
nancial items in the comparison period by EUR 0.4 million. In the
comparison period, the write-off reduced the segment’s profit before
taxes by a total of EUR 8.2 million and earnings per share by EUR
0.26.
¹) The following items have been excluded
from the comparison pe-
riod revenue: the divestment of dental care services, the transfer of
cost liability for demanding specialised care, the gradual transfer of
Jämsän Terveys Oy’s service agreement, other changes to outsourcing
agreements, COVID-19 services and transfers between segments.
Consolidated statement of financial position and
cash flow
Statement of financial position
Pihlajalinna Group’s total statement of financial position was EUR
630.2 (657.5)
million. Consolidated cash and cash equivalents were
EUR
30.9 (24.5)
million. Consolidated net debt was EUR 296.6 (352.7)
million. Net debt to adjusted EBITDA ratio developed to a level in line
with the set targets, ending up at 2.9 (4.4). The consolidated equity
ratio was 26.8 (22.0) per cent.
Cash flow
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
5
Net cash flow from operating activities was EUR 100.8 (79.0) million.
Net cash flow from operating activities increased due to improved re-
sult. The change in net working capital was EUR -2.1 (0.0) million.
Net cash flow from investing activities was EUR
-12.3 (-18.5)
million.
Investments in tangible and intangible assets were EUR
-11.0 (-22.9)
million. In the comparison period, the divestment of the Group’s den-
tal care services improved net cash flow from investing activities by
EUR 5.7 million. The Group’s cash flow after investments (free cash
flow) was EUR
88.6 (60.5)
million.
Net cash flow from financing activities was EUR
-82.2 (-49.2)
million.
The change in financial liabilities, including changes in credit limits,
was EUR
-32.6 (-29.0)
million. During the financial year, Pihlajalinna
amortised its long-term loan by a total of EUR 30.0 million. In the
comparison period, Pihlajalinna issued a EUR 20 million hybrid bond.
During the financial year, Pihlajalinna paid hybrid bond interests of
EUR 2.4 (0.0) million which have been recorded as a deduction from
retained earnings, net of tax. Interest paid and other financial ex-
penses amounted to EUR
-11.9 (-6.2)
million. During the first quarter
of 2023, the Group sold its interest rate swap agreement. The sale
had an effect of approximately EUR 3.9 million on the net cash flow of
interest paid and other financial expenses in the comparison period.
At the end of June, due to refinancing, Pihlajalinna paid the accrued
interest and expenses on its long-term loan as well as non-recurring
refinancing costs.
Financing arrangements
In June 2024, Pihlajalinna rearranged its long-term debt financing
with a sustainability-linked financing arrangement. The agreement in-
cludes a EUR 110 million term loan for refinancing the Group’s previ-
ous debt, and a revolving credit facility of EUR 60 million for general
financing purposes. The financing agreement is for three years and in-
cludes two option years.
The new financing arrangement includes customary financial cove-
nants equivalent to the previous arrangement, concerning leverage
(ratio of net debt to pro forma EBITDA) and gearing covenants. IFRS
16 lease liabilities are not considered in the calculation of covenants.
Additionally, the loan margin of the financing is linked to Pihla-
jalinna’s main sustainability targets: patient satisfaction, access to
surgical treatment and employee satisfaction. Sustainability objec-
tives have a minor effect on the loan margin, depending on how
many of the agreed-upon sustainability targets are achieved. During
the financial year and at the end of it, the Group met the financial
covenants agreed upon in the agreement. Also, the sustainability tar-
gets set in the arrangement were met in 2024.
At the end of the financial year, Pihlajalinna had EUR 70 million in un-
used committed credit limits. Unused credit limits consist of EUR 10
million credit limit agreement and a EUR 60 million unused revolving
credit facility.
The Group has an interest rate swap agreement with a nominal value
of EUR 65 million, which is used to convert the floating interest rate
of the financing arrangement to a fixed interest rate. Cash flow hedge
accounting is applied to the interest rate swap, which means that the
effective portion of the change in fair value is recognised in other
comprehensive income. The start date of the interest rate swap was
in March 2023, and it is valid until 25 March 2027.
Hybrid bond
On 27 March 2023, Pihlajalinna issued a hybrid bond of EUR 20 mil-
lion. The hybrid bond bears a fixed interest rate of 12.00 percent per
annum until 27 March 2026 (Reset Date), and from the Reset Date,
the interest rate will be floating as defined in the terms and condi-
tions of the hybrid bond.
The hybrid bond is an instrument subordinated to the company’s
other debt obligations. The hybrid bond does not have a specified
maturity date. Pihlajalinna is entitled to redeem the hybrid bond on
the Reset Date and thereafter on each interest payment date. The hy-
brid bond will be treated as equity in Pihlajalinna’s IFRS consolidated
financial statements. The hybrid bond does not confer to its holders
the rights of a shareholder or dilute the holdings of the current share-
holders.
Acquisitions and capital expenditure
Gross investments, including acquisitions, amounted to EUR 31.1
(66.4) million. The Group’s gross investments which consisted of de-
velopment, additional and replacement investments, amounted to
EUR 14.0 (26.0) million.
Gross investments in right-of-use assets amounted to EUR 14.0 (40.5)
million. In the comparison period, extensions of lease agreements
and rent increases significantly elevated gross investments in right-of-
use assets.
Gross investments in M&A transactions amounted to EUR 3.1 (0.7)
million. On 1 May 2024, Pihlajalinna acquired full ownership of its for-
mer associated company Kuura Digilääkäri Oy. The Group's previous
holding in the company was 45 per cent. On 1 July 2024, Pihlajalinna
acquired 41.34 per cent of its former associated company Digital
Health Solutions Oy. After the transaction, Pihlajalinna holds 82.37
percent of the company's shares.
Investment commitments for the Group’s development, additional
and replacement investments amounted to approximately EUR 3.5
(2.9) million. The investment commitments are related to business
premises, additional and replacement investments in clinical equip-
ment and information system projects.
Personnel
At the end of the financial year, the number of personnel amounted
to 6,493 (6,880), a decrease of -6 per cent. The Group’s personnel as
full-time equivalents was 4,416 (4,821), a decrease of -8 per cent. As
a result of the gradual transfer of the Jämsän Terveys Oy service
agreement, the number of the Group's employees decreased by ap-
proximately 470 from the end of 2023. Converted to full-time equiva-
lents, the decrease in the number of employees was approximately
273.
At the end of the financial year, Public Services had 3,428 (4,044) em-
ployees and Private Healthcare Services 3,065 (2,836) employees.
Converted into full-time equivalents, Public Services had 2,417
(2,775) employees and Private Healthcare Services 1,999 (2,046) em-
ployees.
Changes to complete outsourcing agreements and the adaptation of
operations to the needs of the wellbeing services counties led to nu-
merous change negotiations during 2024. The most significant in
terms of size were the change negotiations carried out in Kuusiolinna
Terveys in the early part of the year.
The negotiations were con-
cluded in April. The negotiations have generally addressed topics such
as operational changes to the network of clinics in the outsourcing
business, the downscaling of operations, termination of employment
contracts and switching personnel to part-time employment.
The Group employee benefit expenses totalled EUR 321.2 (322.8) mil-
lion, a decrease of EUR -1.6 million.
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
6
In the financial year, the sickness-related absences rate amongst the
personnel was 5.6 (6.0) per cent.
In the financial year the number of practitioners was 2 145 (2 103)
1)
.
1)
Dental care services divestment has been excluded from the com-
parison period.
Share-based incentive schemes
Share-based incentive scheme for key personnel, LTIP
2022
In early 2022, Pihlajalinna's Board of Directors approved the launch of
a share-based incentive programme (LTIP 2022) for selected key em-
ployees. In its entirety, the incentive scheme formed a six-year pro-
gramme and the share rewards based on the programme cannot be
disposed of prior to the year 2026. The key employees selected for
the programme were also required to make an investment in Pihla-
jalinna shares as a precondition for participation.
The performance- and quality-based share programme comprised
four separate performance periods of one year each (the calendar
years 2022, 2023, 2024 and 2025). The potential share rewards were
paid out after the performance periods in the years 2023, 2024 and
2025. The Board of Directors annually decided the participants, per-
formance indicators, targets and earning opportunities. Three perfor-
mance periods were launched under the programme: 2022, 2023 and
2024. The earnings criteria applied to the 2024 performance-based
and quality-based share plan were Pihlajalinna Group’s adjusted
EBITA, the development of customer satisfaction (NPS), the develop-
ment of employee Net Promoter Score (eNPS) and the development
of the sickness-related absence rate.
The programme was treated in its entirety as an equity-settled share-
based payment. No performance and quality-based share rewards
materialised for the performance periods 2022 and 2023 pursuant to
the share-based programme, as the minimum targets set for the pro-
gramme were not achieved.
The maximum aggregate amount of
share rewards payable based on the programme for the period 2024
is 186,920 shares (gross amount before the deduction of the applica-
ble withholding tax). For the performance period 2024, the effect on
the result for the financial year was EUR 1.4 million. The Board of Di-
rectors decided on 13 December 2024 that the last performance pe-
riod, corresponding to the calendar year 2025, will not be launched.
Performance Share Plan (PSP)
On 13 December 2024, Pihlajalinna's Board of Directors decided to
establish a new long-term share-based incentive plan for key employ-
ees of the Group. The plan replaces Pihlajalinna’s current share-based
incentive plan.
The Performance Share Plan 2025–2029 consists of three perfor-
mance periods, covering the financial years 2025–2027, 2026–2028
and 2027–2029. The Board of Directors will decide annually on the
commencement and details of every performance period.
The target group in the performance period 2025–2027 consists of
approximately 30 key employees, including the members of the
Group Management Team and the CEO. The performance criteria of
the performance period 2025–2027 are tied to relative Total Share-
holder Value (rTSR), annual revenue growth, return on capital em-
ployed and the rate of sickness-related absences. The value of the re-
wards to be paid based on the plan corresponds to a maximum total
of 553,000 Pihlajalinna shares.
Research and development
Increases to intangible assets totalled EUR 2.0 (7.4) million during the
financial year. The digital projects implemented during the financial
year did not meet the criteria for intangible asset capitalisation as de-
fined by IFRS standards regarding the company’s own work, as ac-
cording to the company's management, the projects have moved into
operational phase and the economic benefit from the internal work is
expected to be realised over a short term. In the comparison period,
there was a total of EUR 2.4 million internal work recognised as an in-
tangible asset, as it met the criteria.
The development of remote services and chat appointments contin-
ued in the financial year 2024. Digital AI-based assessment of the
need for treatment was widely introduced for different customer
groups, enabling efficient and high-quality care through the chat ser-
vices. The PihlajalinnaPRO application was further developed for pro-
fessionals and its use was extended to new professional groups. The
website was extensively redesigned with the aim of improving the
user experience in particular. The tools used in occupational
healthcare customers’ work ability management were renewed to
better meet their needs and support the maintenance of work ability.
In appointment booking, functionalities related to direct reimburse-
ment were introduced for insurance company customers.
Pihlajalinna’s knowledge-based management capabilities will be de-
veloped extensively in 2025. We are renewing our data platform and
developing information management to better meet the needs of our
customers and business operations. The services for occupational
healthcare organisational customers will be further developed, with a
particular focus on knowledge-based management tools that enable
better decision-making support for organisations in promoting work
ability.
In the development of insurance customer services, the focus is on
joint customer paths with insurance partners and on increasing the
automation of customer path background functions to ensure a
seamless customer experience. In the development of service chan-
nels, online appointment booking in particular will be further devel-
oped to better meet the needs of customers and business, while im-
proving usability and accessibility.
The information security of operations is actively developed and
maintained both administratively and technically. This includes, for
example, the introduction of new information security practices and
technologies as well as continuous training of personnel in infor-
mation security matters.
Risk management, risks and uncertainties in busi-
ness operations
Pihlajalinna’s risk management goals, principles and operating meth-
ods are described as a part of the Corporate Governance Statement
in section
Risk management
.
As part of sustainability reporting, the
management of Pihlajalinna's significant impacts, risks, and opportu-
nities (IRO) can be found on section General disclosures (ESRS2).
Pihlajalinna’s operations are affected by strategic, operational,
finan-
cial and damage risks. In its risk management, Pihlajalinna’s aim is to
operate as systematically as possible and incorporate risk manage-
ment into normal business processes. The Group invests in quality
management systems and the management of occupational safety
and work ability risks. Pihlajalinna aims to limit the potential adverse
impacts of risks. The assessment of sustainability-related risks plays
an important role in risk management.
Pihlajalinna operates only in Finland. Uncertainties in world politics,
such as Russia’s invasion of Ukraine and the situation in the Middle
East have indirect impacts on the Group’s operations due to the slow-
ing of economic growth, potential supply chain disruptions, inflation,
and changing market interest rates.
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
7
In all its operations, Pihlajalinna considers data protection, infor-
mation security and related requirements. Information security and
jeopardised data protection can lead to significant reputational dam-
age and claims for compensation, among other consequences. Pihla-
jalinna has taken steps to prepare for the elevated risk of cyber-at-
tacks related to the war in Ukraine and Finland's NATO membership.
The company has identified uncertainties related to the availability of
personnel in the social and healthcare sector and development of
wages. The costs of wage harmonisation in the social and healthcare
sector in relation to the creation of the wellbeing services counties
also remain uncertain to some degree. In addition, high level of sick-
ness-related absences among the personnel may reduce the com-
pany’s profitability and complicates service provision.
Pihlajalinna has recognised risks associated with projects related to
the company’s growth, including acquisitions, digital development,
and information system projects. Successful implementation of these
projects is a precondition for profitable growth in accordance with
the company’s strategy.
Monitoring and forecasting the covenants of the company’s financing
agreements are a significant part of the company’s risk management.
General cost inflation and wage inflation have a negative impact on
the cost level and, consequently, on Pihlajalinna’s business opera-
tions and profitability. In addition, inflation and high interest rates af-
fect consumers' disposable income and employment trends, which in
turn have an impact on the demand for private healthcare services.
The most significant risks and uncertainties in social and healthcare
services are linked to the policies and legislation implemented in the
Finnish society.
A company belonging to the Pihlajalinna Group is currently the sub-
ject of a tax audit pertaining to a remuneration scheme that was in
place.
Changes to complete outsourcing agreements
Jämsän Terveys Oy’s agreement with the Wellbeing Services County
of Central Finland will expire in August 2025. The cost liability for de-
manding specialised care specified in the agreement ended on 1 July
2023. It was agreed with the Wellbeing Services County of Central
Finland that the services will gradually be transferred to the wellbeing
services county starting in 2024. These changes in the service agree-
ment have decreased the Group’s revenue by EUR 31 million from
2023 levels. The expiration of the service agreement in August 2025
will decrease the Group’s revenue by approximately EUR 19 million
from 2024 levels.
The primary and specialised care services provided by Jokilaakson
Terveys Oy will continue at the Jokilaakso Hospital in accordance with
the subcontracting agreement until August 2025. Jokilaakson Terveys
has an exception permit issued by the Ministry of Social Affairs and
Health for round-the-clock emergency and on-call services in primary
healthcare, as required for its operations. The permit is currently valid
until 31 August 2025. The expiration of the services provided in ac-
cordance with the service agreement in August 2025 will decrease
the Group’s revenue by approximately EUR 4 million from 2024 lev-
els.
30 October 2023, the regional council of the South Ostrobothnia well-
being services county decided to terminate the outsourcing agree-
ment with Kuusiolinna Terveys, which was originally valid until 2030,
with the termination set for the end of 2025. Kuusiolinna Terveys and
Pihlajalinna Terveys appealed the decision, and an appeal regarding
the matter was lodged with the Supreme Administrative Court. The
parties subsequently negotiated on separating demanding specialised
care from Kuusiolinna Terveys’ service agreement. The negotiations
led to a settlement on the conditions for separating demanding spe-
cialised care, and an agreement on the matter was signed on 30 April
2024.
In accordance with the terms of the agreement, Kuusiolinna
Terveys and Pihlajalinna Te
rveys withdrew their appeals concerning
the decision made by the wellbeing services county of South Ostro-
bothnia on 30 October 2023 and the cost liability for demanding spe-
cialised care specified in the agreement ended on 1 January 2024.
This change in the service agreement decreased the Group’s revenue
by EUR 30 million from 2023 levels. Other changes in the service
agreement during 2025 will decrease the Group’s revenue by approxi-
mately EUR 6 million from 2024 levels.
The regional board of the Wellbeing Services County of Pirkanmaa de-
cided at its meeting on 28 October 2024 to terminate Kolmostien Ter-
veys Oy’s complete outsourcing agreement at the end of the year
2025. The regional board of the Wellbeing Services County of Pir-
kanmaa decided on 27 January 2025 that a tender will be initiated to
search for a service provider of social and healthcare services for
North Pirkanmaa starting from early 2026.
Pending legal proceedings
Pihlajalinna is involved in certain pending legal proceedings concern-
ing employment relationships, but they are not expected to have a
significant financial impact on the Group.
The company's subsidiary Jämsän Terveys Oy has taken legal action in
the district court against the City of Jämsä, a former client. The dis-
pute concerns mainly COVID-19-related costs which the City of Jämsä
has not paid in breach of the service agreement. The District Court of
Central Finland considered the case and rendered its decision in late
December. The court ruled the City of Jämsä to pay Jämsän Terveys
the COVID-19-related costs it had claimed, with interest. Other as-
pects of the dispute, such as the impact of the transfer of personnel
on the annual fee, were settled by the parties before the court hear-
ing. The City of Jämsä has filed an appeal regarding the decision to
the Vaasa Court of Appeal and, hence, the decision rendered by the
District Court of Central Finland is not legally binding.
On 22 November 2023, the Vaasa Court of Appeal handed down its
ruling on the dispute concerning the service agreement between Jä-
msän Terveys Oy and the City of Jämsä. The Court of Appeal decided
to uphold the decision of the District Court. Pihlajalinna submitted an
application for leave to appeal to the Supreme Court and an appeal
concerning part of the judgment of the Vaasa Court of Appeal. The
Supreme Court did not grant Pihlajalinna leave to appeal concerning
the judgment of the Vaasa Court of Appeal.
Shareholders’ Nomination Board
The Shareholders’ Nomination Board is comprised of Jari Eklund (Lo-
calTapiola-Group), Mikko Wirén (MWW Yhtiö Oy), Mika Manninen
(Fennia Mutual Insurance Company) and Carl Petterson (Elo Mutual
Pension Insurance Company). The Chair of the Board of Directors of
Pihlajalinna Plc Jukka Leinonen has been part of the Board as an ex-
pert member.
Board of Directors
The Annual General Meeting on 10 April 2024 resolved that the num-
ber of the members of the Board of Directors shall be fixed at seven
members instead of the previous eight. Kim Ignatius, Heli Iisakka,
Hannu Juvonen, Tiina Kurki, Jukka Leinonen, Leena Niemistö and
Mikko Wirén were re-elected to serve as members of the Board of Di-
rectors until the next Annual General Meeting. The Annual General
Meeting elected Jukka Leinonen as the Chair of the Board and Leena
Niemistö as the Vice-Chair of the Board.
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
8
Committees nominated by the Board
Pihlajalinna Plc Board of Directors appointed the following members
to its committees:
●
Audit Committee: Kim Ignatius (chair), Heli Iisakka and Tiina
Kurki
●
People and Sustainability Committee: Hannu Juvonen (chair),
Jukka Leinonen,
Leena Niemistö and Mikko Wirén.
It was agreed that all members of the Board of Directors may join any
of the committee meetings.
Remuneration of the members of the Board of Di-
rectors
The Annual General Meeting of 10 April 2024 resolved that the fol-
lowing annual remuneration will be paid to the members of the Board
of Directors elected for the term of office ending at the 2025 Annual
General Meeting: EUR 60,000 per year to the Chair of the Board of Di-
rectors, EUR 40,000 per year to the Vice-Chair and to the Chair of the
Audit Committee and to the Chair of the People and Sustainability
Committee, and EUR 30,000 per year to the other members.
The AGM resolved that annual remuneration shall be paid in com-
pany shares and in cash, with approximately 40 per cent of the remu-
neration used to acquire shares in the name and on behalf of the
members of the Board of Directors, and the remainder paid in cash.
The remuneration could be paid either entirely or partially in cash if
the member of the Board of Directors was, on the day of the AGM, 10
April 2024, in possession of over EUR 1,000,000 worth of company
shares. The company was responsible for the expenses and transfer
tax arising from the acquisition of the shares. If the term of a Board
member ends before the Annual General Meeting of 2025, the Board
is entitled to decide on the possible recovery of the remuneration in a
manner it deems appropriate.
The AGM decided that each Board member shall be paid a meeting
fee of EUR 600 for each Board and Committee meeting. Reasonable
travel expenses will also be reimbursed to the members of the Board
in accordance with the company’s travel policy.
Board authorisations
The Annual General Meeting of 10 April 2024 authorised the Board of
Directors to decide on the acquisition of a maximum of 2,260,000
shares, which is approximately 10 per cent of the Group’s current
number of shares. Own shares may be repurchased on the basis of
the authorisation
only by using unrestricted equity. Targeted
share
acquisition is possible. The authorisation is effective until the next
Annual General Meeting, or until 30 June 2025 at the latest.
The Annual General Meeting also authorised the Board of Directors to
decide on a share issue and other special rights conferring an entitle-
ment to shares under Chapter 10, Section 1 of the Limited Liability
Companies Act. The number of shares to be issued cannot exceed
2,260,000 shares, which corresponds to approximately 10 per cent of
all the shares in the Group. The authorisation concerns both the issu-
ance of new shares and the sale or transfer of the Group’s own
shares. The authorisation permits a targeted share issue. The authori-
sation is effective until the next Annual General Meeting, or until 30
June 2025 at the latest.
Repurchase and transfer of own shares
In January 2024, Pihlajalinna conveyed a total of 10,000 own shares
to CEO Tuomas Hyyryläinen. The remuneration was related to the
right agreed upon for the CEO to acquire shares at the beginning of
the share-based incentive scheme, when Pihlajalinna conveyed
shares in exchange for purchases.
In May 2024, Pihlajalinna conveyed a total of 11,977 own shares to
the members of Pihlajalinna’s Board of Directors as part of the Board
of Directors' annual remuneration.
On 27 March 2024, Pihlajalinna started repurchasing the company's
own shares and completed the repurchase on 28 June 2024. The
shares were repurchased for the payment of remuneration under the
Group’s share-based incentive programme and the annual remunera-
tion of the members of the Board of Directors. During the period,
Pihlajalinna acquired a total of 109,181 own shares for an average
price of EUR 8.5795 per share.
Following the repurchase of own shares and the transfer of shares
mentioned above, on 31 December 2024 Pihlajalinna held 141,184
own shares, corresponding approximately 0.62 per cent of the total
number of shares and votes.
Flagging notifications
On 15 February 2024, Pihlajalinna received a notification under Chap-
ter 9, Section 5 of the Securities Market Act, according to which the
holding of LähiTapiola Keskinäinen Vakuutusyhtiö and LähiTapiola
Keskinäinen Henkivakuutusyhtiö in Pihlajalinna Plc’s shares and votes
has risen above 25 per cent on 14 February 2024. The holding of
LähiTapiola Keskinäinen Vakuutusyhtiö and LähiTapiola
Keskinäinen
Henkivakuutusyhtiö has increased to 25.62% and 5 794 480 shares of
the total of Pihlajalinna's shares and votes.
On 9 April 2024, Pihlajalinna received a notification under Chapter 9,
Section 5 of the Securities Market Act, according to which the holding
of LähiTapiola Keskinäinen Henkivakuutusyhtiö in Pihlajalinna Plc’s
shares and votes has risen above 10 per cent on 8 April 2024. The
holding of LähiTapiola Keskinäinen Henkivakuutusyhtiö has increased
to 10.15 per cent and 2,295,656 shares of the total of Pihlajalinna's
shares and votes.
Shares and shareholders
Pihlajalinna’s share is listed in the Nasdaq Helsinki main market under
the trading code PIHLIS. The total number of shares in the Group is
22,620,135. On 31 December 2024, 22,478,951 of the shares were
outstanding and 141,184 were held by the company which corre-
sponds to 0.62 per cent of all shares and votes. At the end of the fi-
nancial year, the company had 15,202 (15,150) shareholders.
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
9
Distribution of shareholding by size
range, 31 Dec 2024
Private companies
Financial and insurance institutions
Public entities
Households
Non-profit organisations
Nominee registered
Distribution of shareholding by sector 31 Dec 2024
Number of
shareholders
% of shareholders
Number of shares
Percentage of
shares, %
Private companies
495
3.3 %
4,384,709
19.4 %
Financial and insurance institutions
33
0.2 %
9,914,230
43.8 %
Public entities
5
0.0 %
2,031,818
9.0 %
Households
14,585
95.9 %
5,494,941
24.3 %
Non-profit organisations
44
0.3 %
154,514
0.7 %
Foreign shareholders
40
0.3 %
42,022
0.2 %
Total
15,202
100.0 %
22,022,234
97.4 %
Nominee registered
8
597,901
2.6 %
Outstanding shares
22,620,135
100.0 %
Share-related information, outstanding shares
2024
2023
No. of shares outstanding at end of period
22,478,951
22,566,155
Average no. of shares outstanding during period
22,511,765
22,557,957
Highest price, EUR
11.85
9.90
Lowest price, EUR
6.88
6.82
Average price, EUR ¹⁾
8.29
8.20
Closing price, EUR
10.50
7.06
Share turnover, 1,000 shares
3,184
2 801
Share turnover, %
14.1
12.4
Market capitalisation at end of period, EUR million
236.0
159.3
¹⁾ average rate weighted
by trading level
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
10
Distribution of shareholding by size range, 31 Dec 2024
Shares per shareholder
Number of shareholders
% of shareholders
Number of shares
Percentage of shares, %
1 - 100
8,891
58.5 %
365,963
1.6 %
101 - 1 000
5,488
36.1 %
1,866,078
8.2 %
1 001 - 10 000
714
4.7 %
1,966,116
8.7 %
10 001 - 100 000
87
0.6 %
1,986,128
8.8 %
100 001 - 500 000
15
0.1 %
2,948,955
13.0 %
500 001 -
7
0.0 %
13,486,895
59.6 %
Total
15,202
100.0 %
22,620,135
100.0 %
of which nominee-registered
shares
8
597,901
2.6 %
Outstanding shares
22,620,135
100.0 %
Shares and shareholders
Distribution of shareholding by size
range, 31 Dec 2024
1
̶
100
Shares per shareholder
101
̶̶
1 000
1 001
̶̶
10 000
10 001
̶̶
100 000
100 001
̶̶
500 000
500 001 ̶̶
Major shareholders 31 Dec 2024
Number of shares
Percentage of shares and votes
1
LOCALTAPIOLA
GENERAL MUTUAL INSURANCE COMPANY
3,809,028
16.8 %
2
FENNIA MUTUAL INSURANCE COMPANY
2,357,965
10.4 %
3
MWW YHTIÖ LTD
2,319,010
10.3 %
4
LOCALTAPIOLA
MUTUAL LIFE INSURANCE COMPANY
2,295,656
10.1 %
5
ELO MUTUAL PENSION INSURANCE COMPANY
1,267,161
5.6 %
6
ILMARINEN MUTUAL PENSION INSURANCE COMPANY
728,431
3.2 %
7
NIEMISTÖ LEENA KATRIINA
709,644
3.1 %
8
VIPUNEN CAPITAL OY
360,000
1.6 %
9
NORDEA LIFE ASSURANCE FINLAND LTD
352,140
1.6 %
10
FONDITA NORDIC MICRO CAP INVESTMENT FUND
285,000
1.3 %
10 largest, total
14,484,035
64.0 %
Other shareholders
8,136,100
36.0 %
Total
22,620,135
100.0 %
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
11
The Board of Directors’ proposal for profit distri-
bution and the Annual General Meeting 2025
The parent company’s total distributable funds amount to EUR
216,832,340.28 of which the profit for the financial year 2024 is EUR
15,823,303.76. The Board of Directors proposes that a dividend of
EUR 0.38 per share be paid for the financial year that ended on 31
December 2024. On the financial statements date, 31 January 2024,
the total number of outstanding shares was 22,478,951. The corre-
sponding total dividend according to the Board of Directors’ proposal
would be at most EUR 8,542,001.38.
No material changes have taken place in the company’s financial posi-
tion after the end of the financial year. The company’s liquidity posi-
tion is good and, in the view of the Board of Directors, the proposed
distribution does not jeopardise the company’s ability to fulfil its obli-
gations.
Earnings per share for the financial year was EUR 1.13. The proposed
dividend of EUR 0.38 is 34 per cent of earnings per share. According
to the Pihlajalinna’s dividend policy, Pihlajalinna aims to distribute
dividend or capital repayment minimum of one-third of the earnings
per share, taking into account the company’s financial position and
strategy.
Pihlajalinna Plc’s Annual General Meeting is planned to be held on 24
April 2025 in Tampere. The Board of Directors will decide on the no-
tice of the General Meeting and the included proposals at a later
date.
Calculation of the parent company’s distributable funds:
Calculation of the parent company's distributable funds:
EUR
31 Dec 2024
Reserve for invested unrestricted equity
183,190,483.50
Retained earnings
17,818,553.02
Result for the period
15,823,303.76
Total
216,832,340.28
Events after the financial year
Nothing material has happened after the end of the financial year.
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
12
Calculation of key financial figures and alternative performance measures
Key figures
Earnings per share (EPS)
Profit for the financial period attributable
to owners of the parent company - Hy-
brid bond interest expenses net of tax
Average number of shares during the fi-
nancial year
Alternative performance measures
Equity per share
Equity attributable to owners of the par-
ent company
Number of shares at the end of the finan-
cial period
Dividend per share
Dividend distribution for the financial
year (or proposal)
Number of shares at the end of the finan-
cial period
Dividend/result, %
Dividend per share
x 100
Earnings per share (EPS)
Effective dividend yield, %
Dividend per share
x 100
Closing price for the financial year
P/E ratio
Closing price for the financial year
Earnings per share (EPS)
Share turnover, %
Number of shares traded during the pe-
riod
x 100
Average number of shares
Return on equity (ROE), %
Profit for the period
x 100
Return on equity indicates how much re-
turn on equity has been accumulating dur-
ing the financial year. It reflects
the com-
pany’s ability to manage the capital in-
vested in the company by the owners.
Equity (average)
Return on capital employed, %
(ROACE)
Profit before taxes + financial expenses
x 100
Return on capital employed measures the
relative profitability of the company,
that
is the return that has been obtained for
the capital invested in the company that
requires interest or other returns.
Total statement
of financial position –
non-interest-bearing liabilities (average)
Equity ratio, %
Equity
x 100
Equity ratio measures the company’s
sol-
vency, loss tolerance and the ability
to
cope with commitments in the long term.
It reflects how much of the company’s as-
sets have been financed with equity.
Total statement
of financial position –
prepayments received
Gearing, %
Interest-bearing net debt – cash and cash
equivalents
x 100
Gearing describes the indebtedness of the
company. It reflects what
the ratio of the
owners’ own capital invested in the com-
pany is and the interest-bearing debts bor-
rowed from financiers.
Equity
EBITDA
Operating profit + depreciation, amorti-
sation and impairment
EBITDA shows how much of the com-
pany’s revenue is left over after
deducting
operating expenses. Assessments of
whether EBITDA is sufficiently high should
consider the company’s financial ex-
penses, depreciation requirements and in-
tended profit distribution.
EBITDA, %
Operating profit + depreciation, amorti-
sation and impairment
x 100
Revenue
Adjusted EBITDA¹⁾
Operating profit + depreciation, amorti-
sation and impairment + adjustment
items
Adjusted EBITDA provides significant addi-
tional information on profitability by elimi-
nating items that do not necessarily reflect
the profitability of the company’s opera-
tive business. Adjusted EBITDA improves
comparability between periods.
Adjusted EBITDA, % ¹⁾
Operating profit + depreciation, amorti-
sation and impairment + adjustment
items
x 100
Revenue
Adjusted operating profit be-
fore the amortisation and im-
pairment of intangible assets
(EBITA)¹⁾
Operating profit + adjustment items +
amortisation
and impairment of intangible assets
Adjusted EBITA, %¹⁾
Adjusted operating profit before
the
amortisation and impairment of intangi-
ble assets (EBITA)
x 100
Revenue
Net debt/Adjusted EBITDA¹⁾
Interest-bearing net debt - cash and cash
equivalents
The key figure describes how quickly the
company would get its financial liabilities
paid at the current rate of earnings, if the
EBITDA were used in full to pay the finan-
cial liabilities, if the company does not, for
example, invest or distribute dividends.
Adjusted EBITDA
Cash flow after investments
Net cash flow from operating activities +
net cash flow from investing activities
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
13
Adjusted operating profit
(EBIT)¹⁾
Operating profit + adjustment items
Adjusted operating profit provides signifi-
cant additional information on profitability
by eliminating items that do not neces-
sarily reflect the profitability of the com-
pany’s operating business. Adjusted oper-
ating profit improves comparability be-
tween periods.
Adjusted operating profit, % ¹⁾
Adjusted operating profit (EBIT)
x 100
Revenue
Profit before taxes
Profit for the financial year + income tax
Gross investments
Increase in tangible and intangible assets
and in right of-use assets
Comparable revenue for the
previous period
Revenue from the previous period
- the effects of divestments to revenue
- COVID-19 services
- other items affecting comparability
Comparable organic revenue
growth
Revenue for the period
- comparable revenue for the previous
period
- revenue from M&A transactions
x 100
Organic growth of revenue refers
to the
growth of existing business that has not
been achieved through mergers or acquisi-
tions. Comparable organic growth is calcu-
lated excluding the divestments, the trans-
fer of cost liability for demanding special-
ized care, the gradual transfer
of Jämsän
Terveys Oy’s service agreement,
COVID-19
services and transfers between segments.
Comparable organic revenue
growth, %
Organic comparable revenue growth
x 100
Comparable revenue for the previous pe-
riod
¹⁾ Significant transactions that are not part of the normal course of business, are
related to business acquisition costs (IFRS 3), are infrequently occurring
events or valuation items that do not affect cash
flow are treated as adjustment items affecting
comparability between review periods. According
to Pihlajalinna’s definition, such items include, for example,
restructuring measures, impairment of assets and the remeasurement of previous assets
held by subsidiaries, the costs of closing down businesses and business locations, gains and losses
on the sale of businesses, costs arising from
operational restructuring and the integration of acquired businesses,
costs related to the termination of employment relationships,
as well as fines and corresponding compensation payments. Pihlajalinna has also presented costs
according to the IFRS Interpretations Committee’s
Agenda Decision
concerning cloud computing arrangements, and reversals of amortisation, as
adjustment items. Cloud computing arrangements costs and reversals
of amortisation according to the IFRS Interpretations Committee’s
Agenda Decision has not been presented as adjustment items since 1 January 2024.
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
14
Key financial figures
Scope of operations
2024
2023
2022
2021
2020
Revenue, EUR million
704.4
720.0
690.5
577.8
508.7
Change, %
-2.2
4.3
19.5
13.6
-1.9
Organic revenue growth, EUR million*
50.9
75.4
34.9
58.1
-11.3
Change, %
7.8
12.0
6.0
11.4
-2.2
Gross investments, EUR million*
31.1
66.4
234.5
44.8
25.4
% of revenue
4.4
9.2
34.0
7.8
5.0
Capitalised development costs, EUR million*
0.0
0.0
0.0
0.0
0.4
% of revenue
0.0
0.0
0.0
0.0
0.1
Employee benefit expenses, EUR million
321.2
322.8
296.6
255.2
214.2
Personnel at the end of the period (NOE)
6,493
6,880
7,016
6,297
5,550
Average number of personnel (FTE)
4,416
4,821
4,851
4,746
4,308
Profitability
2024
2023
2022
2021
2020
EBITDA, EUR million
101.5
72.5
54.4
62.6
52.2
EBITDA, %
14.4
10.1
7.9
10.8
10.3
Adjusted EBITDA, EUR million*
100.7
80.6
64.2
65.3
54.8
Adjusted EBITDA, %
14.3
11.2
9.3
11.3
10.8
Operating profit (EBIT), EUR million
48.5
20.6
8.9
27.9
18.1
Operating profit, %
6.9
2.9
1.3
4.8
3.6
Adjusted operating profit before the amortisation and im-
pairment of intangible assets (EBITA), EUR million*
55.2
37.8
26.7
37.3
27.4
Adjusted EBITA, %
7.8
5.2
3.9
6.5
5.4
Net financial expenses, EUR million
-9.8
-12.4
-7.4
-3.7
-4.4
% of revenue
-1.4
-1.7
-1.1
-0.6
-0.9
Profit before tax, EUR million
38.6
8.2
1.5
24.2
13.7
% of revenue
5.5
1.1
0.2
4.2
2.7
Income tax, EUR million
-8.5
-3.6
6.1
-5.1
-4.8
Profit for the period
30.2
4.6
7.7
19.1
8.9
Cash flow after investments, EUR million
88.6
60.5
0.0
24.9
43.7
Return on equity (ROE), %*
19.2
3.4
6.2
16.1
8.1
Return on capital employed (ROCE), %*
9.7
4.0
2.3
8.8
5.7
Financing and financial position
2024
2023
2022
2021
2020
Interest-bearing net financial debt, EUR million
296.6
352.7
385.7
194.7
194.8
% of revenue
42.1
49.0
55.9
33.7
38.3
Equity ratio, %*
26.8
22.0
18.6
26.9
25.9
Gearing, %*
175.5
243.9
313.8
158.8
170.6
Net debt/adjusted EBITDA*
2.9
4.4
6.0
3.0
3.6
Share related information
2024
2023
2022
2021
2020
Earnings per share (EPS)
1.13
0.19
0.42
0.89
0.38
Equity per share, EUR*
7.59
6.56
5.50
5.27
4.82
Dividend per share, EUR (Board propo-
sal)
0.38
0.07
0.30
0.20
Dividend per share, %*
33.6
37.3
33.7
52.0
Effective dividend yield, %*
3.62
0.99
2.37
2.13
Number of shares at year-end
22,478,951
22,566,155
22 549 644
22,594,235
22,617,841
Average number of shares
22,511,765
22,557,957
22 560 271
22,589,383
22,586,212
Market capitalisation, EUR million
236.0
159.3
192.1
285.6
212.2
Dividends paid, EUR million (Board pro-
posal)
8.5
1.6
6.8
4.5
P/E ratio*
9.29
37.60
20.19
14.21
24.39
Closing price at year-end, EUR
10.50
7.06
8.52
12.64
9.38
* Alternative performance measure
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
15
Reconciliations with alternative key figures and ratios
Pihlajalinna publishes a wide range of alternative performance measures, i.e. key figures that are not based
on financial reporting standards, because they are considered to be significant for investors, the manage-
ment and the Board of Directors in assessing the group’s financial position and profitability. The alternative
performance measures should not be considered to be replacements for the key figures defined in IFRS
standards. The table below presents the reconciliation calculations for the alternative performance
measures and the justifications for their presentation.
Reading notes:
/divide by the next number/numbers
- deduct the next number/numbers
+ add the next number/numbers
Return on equity (ROE), %
EUR million
1–12/2024
1–12/2023
Profit for period
30.2
4.6
Equity (average) x 100
156.8
133.7
Return on equity (ROE), %
19.2
3.4
Return on capital employed (ROACE), %
EUR million
1–12/2024
1–12/2023
Profit before taxes +
38.6
8.2
Financial expenses
10.9
12.7
Profit before taxes + financial expenses
49.6
20.9
Total statement of financial position - non-interest-bearing liabilities
(average of beginning and end of the period)
509.1
522.3
Return on capital employed (ROACE), %
9.7
4.0
Equity ratio, %
EUR million
1–12/2024
1–12/2023
Equity/
169.0
144.6
Total statement of financial position -
630.2
657.5
Advances received x 100
0.0
0.3
Equity ratio, %
26.8
22.0
Gearing, %
EUR million
1–12/2024
1–12/2023
Interest-bearing financial liabilities –
327.5
377.2
Cash and cash equivalents/
30.9
24.5
Equity x 100
169.0
144.6
Gearing, %
175.5
243.9
Net debt/adjusted EBITDA
EUR million
1–12/2024
1–12/2023
Interest-bearing financial liabilities -
327.5
377.2
Cash and cash equivalents
30.9
24.5
Net debt/
296.6
352.7
Adjusted EBITDA
100.7
80.6
Net debt/adjusted EBITDA
2.9
4.4
EBITDA and Adjusted EBITDA
EUR million
1–12/2024
1–12/2023
Profit for period
30.2
4.6
Income tax
-8.5
-3.6
Financial expenses
-10.9
-12.7
Financial income
1.1
0.4
Depreciation, amortisation and impairment
-53.0
-51.9
EBITDA
101.5
72.5
IFRS 3 costs –
0.0
0.7
Entries related to the IFRIC Agenda Decision concerning
cloud computing arrangements
1.0
Other EBITDA adjustments
-0.8
6.4
Total EBITDA adjustments
-0.8
8.1
Adjusted EBITDA
100.7
80.6
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
16
EBITDA, %
EUR million
1–12/2024
1–12/2023
EBITDA/
101.5
72.5
Revenue x 100
704.4
720.0
EBITDA, %
14.4
10.1
Adjusted EBITDA, %
EUR million
1–12/2024
1–12/2023
Adjusted EBITDA/
100.7
80.6
Revenue x 100
704.4
720.0
Adjusted EBITDA, %
14.3
11.2
Operating profit (EBIT) and Adjusted operating profit (EBIT)
EUR million
1–12/2024
1–12/2023
Profit for the period
30.2
4.6
Income tax
-8.5
-3.6
Financial expenses
-10.9
-12.7
Financial income
1.1
0.4
Operating profit (EBIT)
48.5
20.6
Entries related to the IFRIC Agenda Decision concerning cloud compu-
ting arrangements (reversal of amortisation ) -
0.0
-0.5
Other adjustments to amortisation and impairment
0.0
0.9
Total EBITDA adjustments
-0.8
8.1
Total operating profit (EBIT) adjustments
-0.8
8.5
Adjusted operating profit (EBIT)
47.7
29.1
PPA amortisation
2.1
2.1
Amortisation and impairment of other intangible assets
5.3
6.6
Entries related to the IFRIC Agenda Decision concerning
cloud computing arrangements (reversal of amortisation)
0.0
0.5
Adjusted operating profit before the amortisation and
impairment of intangible assets (EBITA)
55.2
37.8
Operating profit (EBIT), %
EUR million
1–12/2024
1–12/2023
Operating profit/
48.5
20.6
Revenue x 100
704.4
720.0
Operating profit (EBIT), %
6.9
2.9
Adjusted operating profit (EBIT), %
EUR million
1–12/2024
1–12/2023
Adjusted operating profit/
47.7
29.1
Revenue x 100
704.4
720.0
Adjusted operating profit (EBIT), %
6.8
4.0
Adjusted operating profit before the amortisation and
impairment of intangible assets (EBITA), %
EUR million
1–12/2024
1–12/2023
Adjusted operating profit before the amortisation and
impairment of intangible assets (EBITA) /
55.2
37.8
Revenue x 100
704.4
720.0
Adjusted (EBITA), %
7.8
5.2
Cash flow after investments
EUR million
1–12/2024
1–12/2023
Net cash flow from operating activities
100.8
79.0
Net cash flow from investing activities
-12.3
-18.5
Cash flow after investments
88.6
60.5
REPORT BY THE BOARD OF DIRECTORS
|AUDITED FINANCIAL STATEMENTS
17
Profit before taxes
EUR million
1–12/2024
1–12/2023
Profit for period
30.2
4.6
Income tax
-8.5
-3.6
Profit before taxes
38.6
8.2
Gross investments
EUR million
1–12/2024
1–12/2023
Property, plant and equipment at end of period
63.6
65.8
Right-of-use assets at end of period
185.1
203.9
Other intangible assets at end of period
15.7
21.1
Goodwill at end of period
254.9
251.8
Depreciation, amortisation and impairment for the period
53.0
51.9
Property, plant and equipment at beginning of period
65.8
58.7
Right-of-use assets at beginning of the period
203.9
197.7
Other intangible assets at beginning of period
21.1
22.8
Goodwill at beginning of period
251.8
251.0
Proceeds from sale of tangible assets during period
-1.4
-2.3
Gross investments
31.1
66.4
Organic revenue growth, %
EUR million
1–12/2024
1–12/2023
Revenue for previous period
720.0
690.5
The impact of divestments on revenue during the period -
-4.8
-12.0
Contractual changes in complete outsourcing agreements -
-61.0
-32.1
Covid-19 services and write-downs of revenue -
-0.9
-18.0
Comparable revenue for previous period (B)
653.3
628.4
Revenue from M&A transactions during period (C)
0.0
16.2
Revenue growth due to M&A transactions, %
0.0
2.6
Revenue for period (A)
704.4
720.0
Comparable organic revenue growth (A-B-C)
51.1
75.4
Organic revenue growth, %
7.8
12.0
Revenue change
-15.5
29.5
Revenue change, %
-2.2
4.3
REPORT BY THE BOARD OF DIRECTORS
| CORPORATE GOVERNANCE STATEMENT
19
Corporate
Governance Statement
I INTRODUCTION
The Corporate Governance of Pihlajalinna Plc (the Company) is based
on effective legislation, the Company’s Articles of Association and the
rules and regulations applied to companies listed on Nasdaq Helsinki.
The Company complies with the Finnish Corporate Governance Code
2025 issued by the Securities Market Association. The Finnish Corpo-
rate Governance Code is available on the www.cgfinland.fi/en web-
site maintained by the Securities Market Association.
Pihlajalinna did not depart from the recommendations of the Corpo-
rate Governance Code in 2024.
This Corporate Governance Statement was approved by Pihlajalinna
Plc’s Audit Committee on 10 March 2025
and by the Board of Direc-
tors on 19 March 2025.
II CORPORATE GOVERNANCE
General Meeting
The General Meeting is Pihlajalinna’s highest decision-making body.
According to the Company’s Articles of Association, the Annual Gen-
eral Meeting is held annually within six (6) months of the end of the
financial year. The Annual General Meeting decides on the matters
determined by the Limited Liability Companies Act and the Articles of
Association. These matters include, among other things, the approval
of the Financial Statements, the distribution of profit shown in the
Balance Sheet and the election of members of the Board of Directors
and the auditor and their remuneration. The Annual General Meeting
of Shareholders also decides upon discharge of the Board of Directors
and of the CEO from liability.
The Board of Directors is responsible for the invitations to the Gen-
eral Meeting and decides its venue and timing.
According to the Articles of Association, the notice of a General Meet-
ing shall be delivered to shareholders no earlier than three (3)
months and no later than three (3) weeks prior to the date of the
Meeting, but no later than nine (9) days prior to the record date of
the Meeting. The notice shall be delivered to shareholders by sending
the notice by post to their addresses registered in the Company’s reg-
ister of shareholders or by publishing a notice on the website of the
Company or in at least one national daily newspaper determined by
the Board of Directors. The notice of the General Meeting will be pub-
lished as a separate release. The Agenda, the proposals of the Board
of Directors and other General Meeting material will be available on
the Company’s website at least three weeks prior to the General
Meeting.
Each shareholder has the right to have a matter within the remit of a
General Meeting, under the Limited Liability Companies Act, to be
discussed by the General Meeting if he or she requests this in writing
from the Board of Directors by the date announced on the Company
website. The date will be announced on the Company’s website no
later than by the end of the financial year preceding the Annual Gen-
eral Meeting.
The Company’s Chair of the Board, members of the Board of Direc-
tors, the CEO and the Auditor attend the General Meeting. In addi-
tion, any candidates for the Board of Directors attend the General
Meeting that decides on their election. If a member of the Board of
Directors or a candidate is not present at the General Meeting, the
Company informs the General Meeting of their absence at the begin-
ning of the Meeting.
After the General Meeting, its decisions are published in a stock ex-
change release. The minutes of the General Meeting are published on
the Company’s website within two weeks of the General Meeting.
The documents of the General Meeting must be kept on the Com-
pany’s website for at least five years from the Meeting.
Pihlajalinna’s Articles of Association are available on the Company’s
website at http://investors.pihlajalinna.fi/corporate-governance/arti-
cles-of-association. Any amendments to the Articles of Association re-
quire the decision of the General Meeting.
Pihlajalinna Plc’s Annual General Meeting 2024 was held on 10 April
2024. The General Meeting was attended by 58 shareholders in per-
son or by proxy. Approximately 63 per cent of the Company’s shares
and votes were represented in the meeting.
Board of Directors
The composition and election procedure of the Board of Di-
rectors
The Board of Directors is elected on an annual basis by the Annual
General Meeting. According to the Company’s Articles of Association,
the General Meeting shall appoint a minimum of four (4) and a maxi-
mum of ten (10) members on the Board of Directors.
The General Meeting shall elect the Chair and Vice-Chair of the Board
of Directors. The term of office of a member of the Board of Directors
shall expire at the close of the first Annual General Meeting following
the election. In case the Chair and Vice-Chair of the Board of Directors
resign or become otherwise unable to act as chair during their term
of office, the Board of Directors may elect a new Chair from among its
members for the remaining term of office.
Shareholders’ Nomination Board
The Shareholders’ Nomination Board is tasked with preparing future
proposals on the election and remuneration of the members of the
Board of Directors to the General Meetings.
The Nomination Board consists of four members nominated by the
shareholders of the Company. In addition, the Chair of the Board of
Directors of the Company participates in the work of the Nomination
Board as an expert. The right to nominate members is vested with the
four shareholders of the Company having the largest share of the
votes represented by all the shares in the Company annually on 1
September based on the Company's shareholders' register held by
Euroclear Finland Ltd. However, if a shareholder who has distributed
his/her holdings e.g. into several funds and has an obligation under
the Finnish Securities Markets Act to take these holdings into account
when disclosing changes in his/her share of ownership makes a writ-
ten request to such effect to the Chair of the Board of Directors no
later than on 31 August. Such shareholder’s holdings in several funds
or registers will be combined when calculating the share of votes that
determines the nomination right. Should a shareholder not wish to
exercise his/her nomination right, the right shall be transferred to the
REPORT BY THE BOARD OF DIRECTORS
| CORPORATE GOVERNANCE STATEMENT
20
next largest shareholder who otherwise would not be entitled to
nominate a member.
The Chair of the Board of Directors shall, on 1 September each year,
request the four largest shareholders of the Company, based on their
shareholding, to nominate one member each to the Nomination
Board. The Nomination Board elects a Chair from among its mem-
bers. The term of office of the members of the Nomination Board ex-
pires annually when the new Nomination Board has been appointed.
The Charter of the Shareholders’ Nomination Board is available on
the Company’s website at http://investors.pihlajalinna.fi/corporate-
governance/general-meeting/shareholders-nomination-board.
The four largest registered shareholders of Pihlajalinna Plc (based on
the shareholders’ register held by Euroclear Finland Ltd on 1 Septem-
ber 2024) appointed the following representatives to the Sharehold-
ers’ Nomination Board:
●
Jari Eklund,
Group Director, appointed by LocalTapiola
General
Mutual Insurance Company and LocalTapiola Mutual Life Insur-
ance Company
●
Mikko Wirén, Managing Director, appointed by MWW Yhtiö Oy
●
Mika Manninen,
deputy CEO,
CFO, appointed by Fennia Mutual
Insurance Company
●
Carl Pettersson, CEO, appointed by Elo Mutual Pension Insur-
ance Company.
The Shareholders’ Nomination Board elected Jari Eklund as its Chair.
Jukka Leinonen, Chair of Pihlajalinna Plc’s Board of Directors, served
on the Shareholders’ Nomination Board as an expert member.
The Shareholders’ Nomination Board convened 6 times. The attend-
ance rate was 100 %. The Nomination Board submitted 17 January
2025 its proposal to Pihlajalinna’s Board of Directors for presentation
at the Annual General Meeting. The proposals have been published in
a stock exchange release.
The qualifications and independence of the Board
members and the diversity of the Board of Direc-
tors
The Board of Directors shall have sufficient and versatile expertise
and experience with respect to its duties. In preparing a proposal for
the composition of the Board of Directors, attention shall be paid to
the requirements placed by the Company’s operations and its devel-
opment stage. A person to be elected to the Board of Directors shall
have the qualifications required by the duties and the possibility to
devote a sufficient amount of time to the work. The number of the
members and the composition of the Board of Directors shall make it
possible for the Board of Directors to fulfil its duties in an efficient
manner.
For the versatile support and development of the Company’s busi-
ness, the composition of the Company’s Board of Directors should be
sufficiently diverse. The Company’s objective is that women and men
are equally represented on the Board of Directors as defined in the
Corporate Governance Code. The overall aim of the Board composi-
tion is to achieve sufficiently extensive qualifications, expertise and
experience. The sufficient diversity of the Board of Directors, includ-
ing age and gender, as well as educational and professional back-
ground, is considered in the preparation of a proposal for the compo-
sition of the Board of Directors.
The majority of the members of the Board of Directors must be inde-
pendent of the Company. In addition, at least two of the members
representing this majority shall be independent of major sharehold-
ers of the Company. The members of the Board of Directors must
provide the Board of Directors with sufficient information for the
evaluation of their qualifications and independence and inform the
Board of Directors about any changes in this information. The mem-
bers of the Board shall not act as representatives of persons who
have proposed them to the Board or who otherwise belong to their
interest groups.
The duties and responsibilities of the Board of Directors are defined
in the Limited Liability Companies Act, the Company’s Articles of As-
sociation and the Charter of the Board of Directors. The Board of Di-
rectors conducts an annual evaluation of its operations and working
methods and updates its Charter as needed.
Any matters that are far-reaching from the viewpoint of the Com-
pany’s business shall be considered and decided by the Board of Di-
rectors. According to its Charter, the Board of Directors:
●
considers and approves the Company’s long-term strategic plan
and goals;
●
approves the Company’s business plan, budget and financing
plan and monitors their implementation;
●
evaluates the use and presentation of alternative performance
measures;
●
confirms the principles of the Company’s internal control and
risk management;
●
reviews the material risks affecting the Company’s operations
and their management, and supervises the adequacy, relevance
and efficiency of the Company’s administrative processes;
●
processes and approves business acquisitions and arrangements
and other significant decisions;
●
elects the CEO and Deputy CEO, releases them from their duties
and decides on the terms and conditions of their service;
●
confirms, based on the CEO’s proposal, the members of the
Group’s Management Team,
the Heads of Business Operations
and other direct subordinates of the CEO;
●
approves the incentive schemes of the CEO and other manage-
ment and the Company’s remuneration principles;
●
approves the Company’s Corporate Governance Statement, Re-
muneration Report and statement of non-financial information;
●
confirms the Company’s Insider Guidelines and Guidelines on
Related Party Transactions and defines the principles concerning
the monitoring and assessment of transactions with insiders and
related parties and supervises compliance with these principles;
●
decides on the Company’s disclosure policy and monitors com-
pliance with it.
The members of the Board of Directors are provided with sufficient
information on the Group’s operations, operating environment and
financial position, and new Board members must be introduced to
the Company’s operations at the beginning of their term. The Board
of Directors is regularly informed of matters considered by Pihla-
jalinna Group’s Management Team,
receives profit and loss reports
and auditor’s reports and regularly (at least once a year) hears the au-
ditor’s opinions of the Company’s financial situation and its develop-
ments.
The Board of Directors convenes regularly. The timing of the Board
Meetings will be confirmed in advance for the Board’s entire term of
office. When necessary, the Board holds additional meetings that can
be organised as conference calls. At least one of the meetings is a
strategy meeting and in at least one meeting the Board meets the
Company’s auditor.
In meetings marked on the annual calendar, the
Board of Directors conducts an internal discussion without the pres-
ence of management.
The proposal for the composition of the Board of Directors was pre-
pared by the Company’s largest shareholders in 2024. Represented
on the Nomination Board were the LocalTapiola Group, MWW Yhtiö
REPORT BY THE BOARD OF DIRECTORS
| CORPORATE GOVERNANCE STATEMENT
21
Oy (Mikko Wirén), Fennia Mutual Insurance Company and Elo Mutual
Pension Insurance Company, which together represented approxi-
mately 48 per cent of the Company’s shares.
The principles regarding the composition of the Board of Directors
were observed in the Board of Directors elected in 2024. The Board of
Directors has three female Board members and four male Board
members (four female members until 10 April 2024). The members of
the Board represent versatile experience from managerial and board
duties. All members of the Board elected in 2023 hold a master’s de-
gree and one has a doctoral degree. The members of the Board of Di-
rectors have versatile industry-specific expertise as well as economic
and business skills. Their age distribution is from 54 to 69 years.
Members of the Board of Directors in the finan-
cial year 2024
The members of the Board of Directors up to the Annual General
Meeting of 10 April 2024 were Jukka Leinonen (Chair), Leena Nie-
mistö (Vice-Chair), Kim Ignatius, Heli Iisakka, Hannu Juvonen, Tiina
Kurki, Seija Turunen ja Mikko Wirén.
The Annual General Meeting 2024 decided that the number of mem-
bers of the Board of Directors shall be seven (7) at a time. The follow-
ing individuals were elected as members of the Board of Directors:
Kim Ignatius, Heli Iisakka, Tiina Kurki, Hannu Juvonen, Jukka Leinonen,
Leena Niemistö and Mikko Wirén. The General Meeting elected Jukka
Leinonen as the Chair of Pihlajalinna Plc’s Board of Directors and
Leena Niemistö as the Vice-Chair.
During the financial year 2024, the Board of Directors convened 14
times. The average attendance rate during the period was 100 %.
Members of the Board of Directors
JUKKA LEINONEN
Chair of the Board since 2023
M.Sc. (Eng.)
Finnish
citizen, b.
1962
Independent of the Company and its major shareholders
Principal occupation: Board Professional
LEENA NIEMISTÖ
Member of the Board since 2014
Vice-Chair of the Board of Directors until 2018 and
again since 2019
D.Med.Sc., Specialist in Physiatrics
Finnish citizen, b. 1963
Independent of the Company and its major shareholders
principal occupation: Board Professional
KIM IGNATIUS
Member of the Board since 2023
M.Sc. (Econ)
Finnish citizen, b. 1956
Independent of the Company and its major shareholders
Principal occupation: Board Professional
HELI IISAKKA
Member of the Board since 2022
M.Sc. (Econ.)
Finnish citizen, b. 1968
Independent of the Company and its major share-
holders
Principal occupation: Colliers Finland Oy, Chief Financial Officer
HANNU JUVONEN
Member of the Board since 2019
PhD, Specialist, MBA
Finnish citizen, b. 1955
Independent of the Company and its major share-
holders
principal occupation: practitioner, management consultant
TIINA KURKI
Member of the Board since 2023
M.Sc. (Econ)
Finnish
citizen, b.
1970
Independent of the Company and its major shareholders
Principal occupation: Alma Media Plc, Alma Media Solutions,
Senior Vice
President /
Director
MIKKO WIRÉN
Member of the Board since 2016
Chair of the Board of Directors 2016-2023
Lic.Med.
Finnish citizen, b. 1972
Not independent of the Company, not independent
of major shareholders
Principal occupation: MWW Yhtiö Oy, CEO
More information on the Members of the Board of Directors is availa-
ble in the Investors section of the Pihlajalinna website at
http://inves-
tors.pihlajalinna.fi
.
Information on the remuneration of the members of the Board of Di-
rectors is presented in a separate Remuneration Report for Governing
Bodies.
Board Committees
The Board of Directors may appoint committees, management groups
and other permanent or temporary bodies to perform duties speci-
fied by the Board of Directors. The Board of Directors confirms the
charters of the Company’s committees and Management Team as
well as the guidelines and authorisations of any other bodies ap-
pointed by the Board of Directors. The Board of Directors has estab-
lished from among its members an Audit Committee and a People
and Sustainability Committee. These committees have written char-
ters approved by the Board of Directors.
Audit Committee
Pihlajalinna Plc’s Board of Directors has established from among its
members an Audit Committee which monitors the Company’s report-
ing process of financial statements and the efficiency of the Com-
pany’s internal control, potential internal audit and risk management
systems. The Audit Committee also reviews the description of the
main features of the internal control and risk management systems in
relation to the financial reporting process, which is included in the
Company’s Corporate Governance Statement, monitors the statutory
audit of the financial statements and consolidated financial state-
ments and evaluates the independence of the statutory auditor or au-
dit firm, particularly the provision of related services to the Company.
The members of the Audit Committee must have the expertise and
experience necessary to perform the responsibilities of the Commit-
tee and at least one of the members must have special expertise in
accounting or auditing.
The Audit Committee comprises three to five members who are
elected from among the members of the Board of Directors. The ma-
jority of the members of the Audit Committee must be independent
REPORT BY THE BOARD OF DIRECTORS
| CORPORATE GOVERNANCE STATEMENT
22
of the Company, and at least one member must be independent of
major shareholders of the Company.
The Board of Directors has confirmed a written Charter for the Audit
Committee, according to which the Committee has the following du-
ties, among other things:
●
to monitor the Company’s financial standing and financing situa-
tion;
●
to evaluate the effects of exceptional or extensive business
transactions;
●
to review significant changes to recognition principles and items
recognized in the balance sheet;
●
to monitor the quality and reliability of the Company’s financial
statements reporting process, the financial statements and
other financial reports;
●
to evaluate the use and presentation of alternative performance
measures;
●
to monitor the Company’s financial reporting process and M&A
processes;
●
to engage in quarterly discussions with the financial manage-
ment and the auditors on the Company’s financial results and
stock exchange release before the approval of the Board of Di-
rectors;
●
to discuss significant financial risks and the management’s
measures regarding the monitoring, management and reporting
of risks;
●
to monitor the Company’s internal control, potential internal au-
dit and risk management systems, plans and reports as well as
the efficiency of these functions;
●
to familiarize itself with the principles concerning the monitoring
and assessment of related party transactions;
●
to review the Corporate Governance Statement, including the
description of the main features of the internal control and risk
management systems related to the financial reporting process;
●
To support the Company’s Board of Directors in the appropriate
management of functions related to sustainability and ESG crite-
ria, as well as the management of ESG risks;
●
to regularly review sustainability-related reporting and pro-
cesses, as well as risks and controls relating to sustainability;
●
to monitor the statutory audit of the financial statements and
consolidated financial statements and the assurance of the sus-
tainability report;
●
to evaluate the independence of the statutory auditor or audit
firm and sustainability auditor and the provision of related ser-
vices;
●
to evaluate the auditor’s qualifications and performance;
●
to prepare a proposal for a resolution on the election of the au-
ditor and sustainability auditor;
●
to maintain communication with the auditor and sustainability
auditor and review the reports prepared by the auditor for the
Audit Committee and the management’s responses to the re-
ports;
●
to monitor compliance with laws and regulations and the Com-
pany’s policies, as well as the effectiveness of the Company’s
compliance system;
●
to monitor and evaluate the development of sustainability
(CSRD obligations and the EU Taxonomy);
●
to review the Board of Directors’ report in its entirety;
●
to monitor and evaluate the results of the Group’s ESG assess-
ments and analyses (EcoVadis, COP,
etc.).
The Audit Committee regularly provides the Board of Directors with a
summary of matters considered by the Committee.
Work on the committee is subject to remuneration as determined by
the General Meeting.
On 10 April 2024, the Board elected Kim Ignatius (Chair),
Heli Iisakka
and Tiina Kurki as the members of the Audit Committee.
The Audit Committee convened eight times during the financial year
2024. The attendance rate of the Committee members was 100 %.
People and Sustainability Committee
Pihlajalinna Plc’s Board of Directors has established from among its
members a People and Sustainability Committee, which assists the
Board by preparing matters pertaining to the remuneration and nom-
ination of the Company’s CEO and other management, as well as the
Company’s remuneration principles. The Committee also prepares
matters concerning organisational development and sustainability for
the Board.
The People and Sustainability Committee comprises three to five
members who are elected from among the members of the Board of
Directors. The majority of the members of the Committee must be in-
dependent of the Company. The CEO or other executives of the Com-
pany may not be appointed to the People and Sustainability Commit-
tee.
The Board of Directors has confirmed a written Charter for the People
and Sustainability Committee, according to which the Committee has
the following duties:
●
to prepare matters related to the remuneration and other finan-
cial benefits of the CEO and other management;
●
to prepare proposals related to the Company’s incentive plans;
●
to evaluate the remuneration of the CEO and other manage-
ment and to ensure the appropriateness of the Company’s re-
muneration systems;
●
to answer any questions at the General Meeting that are related
to the remuneration report and within the scope of the People
and Sustainability Committee’s duties;
●
to prepare matters related to the nomination of the CEO and
other management and to look for prospective successors for
them and specify the personal profiles;
●
to plan the remuneration of other personnel and organisational
development;
●
to review the results of personnel surveys and monitor the di-
versity of the personnel;
●
to steer and evaluate the process of talent identification and de-
velopment;
●
to monitor and evaluate the development of the operating envi-
ronment, regulations and stakeholder support;
●
to monitor and evaluate sustainability-related target setting in
the short and long term;
●
to review and prepare personnel-related matters for the sus-
tainability programme, including issues relating to occupational
safety, work ability,
equality and diversity;
●
to review and prepare other matters of relevance to the sustain-
ability programme, including quality, impact, data protection
and the environment;
●
to review and prepare matters pertaining to corporate govern-
ance;
●
to monitor and evaluate the results of the Group’s ESG assess-
ments and analyses (EcoVadis, COP,
etc.).
Work on the committee is subject to remuneration as determined by
the General Meeting.
REPORT BY THE BOARD OF DIRECTORS
| CORPORATE GOVERNANCE STATEMENT
23
On 10 April 2024, the Board of Directors elected Hannu Juvonen
(Chair), Leena Niemistö, Jukka Leinonen and Mikko Wirén as the
members of the People and Sustainability Committee.
The People and Sustainability Committee convened seven times dur-
ing the financial year 2024. The attendance rate of the Committee
members was 100%.
Attendance at Meetings by the Board of Directors
and Com-
mittee Members in 2024:
Name
Board
meetings
(1
Audit
Committee
meetings
(1
People and
Sustainability
Committee
meetings
(1
Kim Ignatius
Board member
14/14
8/8
-
Heli Iisakka
Board member
14/14
8/8
-
Hannu Juvonen
Board member
14/14
-
7/7
Tiina Kurki
Board member
14/14
8/8
-
Jukka Leinonen
Chair
14/14
-
7/7
Leena Niemistö
Vice-chair
14/14
-
7/7
Seija Turunen
(2
Board member
3/3
1/1
-
Mikko Wirén
Board member
14/14
-
7/7
1) Attendance rates cover meetings held during each member’s term of office. All
members of the Board of Directors may join both committee meetings.
2) Member of the Board of Directors until 10 April 2024.
Pihlajalinna holdings of the members of Pihlajalinna Plc’s
Board of Directors on 31 December 2024:
Number of
Shares
Mikko Wirén, total
2 325 343
MWW Yhtiö Oy
2 319 010
Mikko Wirén
6 333
Leena Niemistö
709 644
Jukka Leinonen
15 302
Juvonen Hannu
5 291
Seija Turunen (until 10 April 2024)
4 392
Heli Iisakka
3 600
Ignatius Kim
3 095
Tiina Kurki
2 651
CEO
The Board of Directors appoints the Chief Executive Officer and de-
cides on the terms and conditions of his or her service contract. The
CEO is in charge of the Company’s operational management and
Pihlajalinna Group’s business in accordance with the instructions and
orders issued by the Board of Directors. The CEO is responsible for
ensuring that the Company’s accounting practices comply with the
law and that the financial matters are handled in a reliable manner.
The Management Team assists the CEO in leading the Company’s op-
erations.
Tuomas Hyyryläinen was the CEO of Pihlajalinna Plc during the finan-
cial year 2024. Pihlajalinna Plc does not have a Deputy CEO.
Group Management Team
Pihlajalinna Group’s Management Team
assists the CEO in operative
business management. The Management Team prepares and steers
the development of the Group’s business, processes and joint Group
functions and promotes cooperation and the flow of information be-
tween the various parts of the organisation. It also prepares the
Group’s strategic planning and budgeting, monitors the implementa-
tion of plans and reporting and prepares acquisitions and other major
investments. In addition, the Management Team monitors and evalu-
ates the profitability of the Company’s businesses as well as the func-
tioning of its internal control and reporting systems. The Manage-
ment Team convenes regularly by invitation of the CEO. The Manage-
ment Team conducts an annual evaluation of its operations and work-
ing methods.
Group Management Team
(31 December 2024):
Tuomas Hyyryläinen
b. 1977, M.Sc. (Econ.)
employed by the Company since 2023
Chief Executive Officer
Heikki Färkkilä
b. 1980, M.Sc. (Technology)
employed by the Company since 2024
EVP, Strategy
and Group Operations
Anu Kallio
b. 1968, M.Sc. (B.A.), Accounting and Finance
employed by the company since 2024
EVP, Private
Healthcare Services
Seppo Kariniemi
b. 1983, MBA
employed by the Company since 2022
EVP, Public Services
Tuula Lehto
b. 1973, M.Sc. in Political Science
employed by the company since 2022
EVP, Communications and Sustainability
Jaakko Liljeroos
b. 1979, LL.M
employed by the company since 2024
EVP, Chief Legal
Officer
REPORT BY THE BOARD OF DIRECTORS
| CORPORATE GOVERNANCE STATEMENT
24
Lauri Muhonen
b. 1984, Bachelor of Laboratory Sciences, eMBA
employed by the company since 2024
EVP, Chief Information Officer
Tarja Rantala
b. 1972, M.Sc. (Econ.)
employed by the Company since 2014
EVP, Chief Financial Officer
Sari Riihijärvi
b. 1977, D.Med.Sc., Specialist
employed by the Company since 2021
EVP, Chief Medical Officer
Mika Videman
b. 1967, Master of Science,
Employed by the Company since 2024
EVP, People
and Culture
In 2024, the Group Management Team also included Chief Infor-
mation Officer Antti Jussi Aro (until 10 May 2024), Chief Operating Of-
ficer, Private Healthcare Services Timo Harju (until 29 February 2024),
Chief Operating Officer, Public services Eetu Salunen (until 21 May
2024) ja Chief Legal Officer Marko Savolainen (until 1
December
2024).
The Management Team has met regularly, on a weekly basis. The ta-
ble below presents the direct and indirect Pihlajalinna shareholdings
of the CEO and other members of Pihlajalinna Group’s Management
Team (31 December 2024).
Number of
shares
Tuomas Hyyryläinen, CEO
40 000
Tarja Rantala
17 142
Seppo Kariniemi
7 100
Heikki Färkkilä
4 400
Sari Riihijärvi
4 004
Jaakko Liljeroos
4 000
Lauri Muhonen
4 000
Anu Kallio
2 876
Tuula Lehto
1 510
Mika Videman
0
III INTERNAL CONTROL AND RISK MANAGEMENT
MECHANISMS
Internal Control
The purpose of the Group's internal control systems is to ensure that
the Company's operations comply with the applicable laws and regu-
lations and the Company's business principles. The goal of internal
control associated with the financial reporting process is to ensure
that the financial reports published by the Company are prepared in
accordance with the accounting principles applied by the Company
and that they provide materially correct information regarding the
Group’s financial position and that financial reporting is accurate and
reliable.
The Group’s financial development is monitored by Group-wide re-
porting systems. The systems cover financial information, the budget
approved by the Board of Directors, monthly financial forecasts and
operational performance indicators. The Group Management Team
analyses the result and deviations, is responsible for budgeting and
forecasting together with the CEO, monitors the integration and de-
velopment of completed M&A transactions and other investments.
The business controller function and financial management analyse
and produce financial reports as well as prepare separate analyses for
use by the management, the Audit Committee and the Board of Di-
rectors. The Group’s financing is centralized.
The Group’s financial management issues guidelines and instructions
on the preparation of the financial statements and interim financial
statements and, together with the Group communications function
and the Chief Legal Officer, is responsible for the Group’s
regular dis-
closure obligations.
Pihlajalinna’s financial and HR management functions have defined
and documented control targets and control points (process-specific
control catalogues) related to financial management, reporting and
HR administration processes. The appropriateness and effectiveness
of control targets and control points are evaluated at least once a
year in cooperation with auditors. Internal control observations are
analysed and, as a result, guidelines, practices and potentially also
control points are updated.
The control measures consist of automated and manual reconciliation
of processes, controls, analytical checks and instructions aimed at en-
suring the accuracy of financial reporting. Further key control mecha-
nisms include the administration of access rights to information sys-
tems and reporting systems as well as the controlled implementation
of authorisations and changes to systems. The financial management
function processes and regularly reports to the Board of Directors on
exceptional items and items subject to management judgment and
analyses the underlying reasons behind changes to forecasts.
The CEO and the chief executives of the subsidiaries are in charge of
ensuring that accounting and administration in the areas they are re-
sponsible for comply with the law and that the Group’s guidelines are
adhered to. The Group’s legal department is in charge of issuing oper-
ational guidelines and instructions in its area of responsibility. The au-
ditors audit the accounting and administration of the parent company
and the subsidiaries annually. In all Group companies, auditing is con-
ducted by a firm of authorised public accountants. The auditor of the
parent company is responsible for the coordination of audit focus ar-
eas, the analysis of audit observations from the point of view of the
consolidated financial statements and communication with the
Group’s financial management and the CEO. The detailed auditing re-
sults are reported annually to the Group management, the Audit
Committee and the Board of Directors.
The Audit Committee verifies that accounting, financial administra-
tion, finance, the internal audit and auditing are organised appropri-
ately. The Board of Directors reviews and approves half-year
reports,
interim reports and financial statements bulletins.
Internal controls related to sustainability reporting are described in
more detail in the Board of Directors report as a part of the sustaina-
bility statement in section
General Information (ESRS2).
REPORT BY THE BOARD OF DIRECTORS
| CORPORATE GOVERNANCE STATEMENT
25
Internal audit
The purpose of Pihlajalinna’s internal audit is to assess the appropri-
ateness and performance of the Company’s internal control system,
risk management, management processes and administrative pro-
cesses. The internal audit supports organisational development and
enhances the fulfilment of the Board of Directors’ supervisory duty.
The internal audit assists the organisation in achieving its objectives
by evaluating and surveying its functions and supervising compliance
with Company guidelines and instructions. To this end, the internal
audit produces analyses, estimates, recommendations and infor-
mation for use by the Board of Directors and senior management.
The assessments are reported upon completion to the CEO, the CFO
and the management in charge of the function being assessed. They
are also reported regularly to the Board’s Audit Committee.
The internal audit function is based on internal standards (IIA). The in-
ternal audit function is independent of the rest of the organisation.
The point of departure for the internal audit is primarily manage-
ment-oriented, and the work is coordinated in cooperation with the
external audit. The annual audit plan and audit report are presented
to the Audit Committee. The internal audit function also audits other
areas by request of the Board of Directors and Pihlajalinna’s Manage-
ment Team.
Pihlajalinna’s internal audit activities continued in 2024 in accordance
with the cooperation previously organised with PwC. The subject of
PwC’s follow-up audit was information security and related controls.
The audit also assessed asset and supply chain management as two
new targets. In addition in 2024, Pihlajalinna developed in particular
together with its external partner processes and controls related to
invoicing.
Risk management
Pihlajalinna’s Risk Management Policy defines the goals, principles,
operating methods and responsibilities of risk management. Risk
management at Pihlajalinna has been carried out at the Group, busi-
ness unit, service and process level in accordance with the Risk Man-
agement Policy approved by Pihlajalinna’s Board of Directors. Fur-
thermore, the Group invests in the management of occupational
safety and health risks and in quality management systems, such as
ISO 9001and ISO14001.
The goal of Pihlajalinna’s risk management is to promote the achieve-
ment the Group’s strategic and operational targets, customer and pa-
tient safety, shareholder value, the Group’s
operational profitability
and the realisation of responsible operating methods. Risk manage-
ment is used to ensure that the risks affecting the Company’s opera-
tions are known, assessed and monitored, and that measures are im-
plemented to control the risks. Internal risk reporting is included in
the regular business reporting as well as in business planning and de-
cision-making. The material risks and their management are reported
to stakeholders regularly and, when necessary, on a case-by-case ba-
sis.
The assessment of sustainability-related risks plays an important role
in risk management. This component has covered the identification
and assessment of impacts and risks in terms of business risk assess-
ment, human rights risk assessment, and double materiality assess-
ment (DMA). These areas will be integrated into the Group's general
risk management process in the coming financial years.
Pihlajalinna’s risk management principles emphasise the necessary
obligations related to operations and the resulting opportunities for
organising risk management, standard-based quality management
tools and self-monitoring. Risk management supports the manage-
ment system and the day-to-day management of services. Risk man-
agement is integrated into the service processes and the process
owner is responsible for the risk management. The aim is to minimise
the impact on Pihlajalinna's operations in the event of a risk material-
ising.
At the beginning of 2024, Pihlajalinna’s Management Team launched
a qualitative risk management project to update the analysis of the
Group-level risks targeted at the Company. Based on the analysis,
Pihlajalinna’s new risk management principles were formed as the ba-
sis for risk management work, Pihlajalinna’s risk management tem-
plate table was updated, a risk management network representing
Pihlajalinna’s various business and Group functions was compiled and
a work plan was specified for the network. In connection with the
analysis, the close connection between risk management and the
business continuity and contingency planning was also identified.
In 2024, Pihlajalinna’s risk management project identified the key tar-
gets of risk management measures to be the changing operating envi-
ronment in normal and exceptional circumstances, resources and su-
pervisory work, organisation, strategy and prioritisation, systems and
their development, personnel availability and work ability, infor-
mation security, particularly from the perspective of cybersecurity,
and patient safety, particularly from the perspective of self-monitor-
ing.
Group management and operative management are responsible for
risk management according to their reporting responsibilities. In addi-
tion, risk management specialists guide and develop the group’s risk
management. The Group Management Team regularly discusses the
key risks related to the Group’s business operations. Everyone work-
ing at Pihlajalinna must also know and manage risks related to their
responsibilities. The internal audit function evaluates the appropri-
ateness and performance of the Company’s risk management as part
of its annual audit plan.
IV OTHER INFORMATION REQUIRED
Insider administration and principles
Pihlajalinna Plc complies with the Nasdaq Helsinki Ltd Guidelines for
Insiders in effect at any given time, subject to the additional specifica-
tions concerning Pihlajalinna and referred to in Pihlajalinna’s Insider
Guidelines. The Pihlajalinna insider guidelines, which specify the
in-
sider guidelines of Nasdaq Helsinki Ltd, are approved annually by the
Board of Directors.
The Company’s insider information and the managers’ and their re-
lated parties’ transactions in Company’s financial instruments are ad-
ministered according to applicable legislation and the Insider Guide-
lines of the Company. When necessary, the Company sets up project-
specific insider lists which includes every person who receives pro-
ject-specific inside information.
The insider lists are not public. The Company’s insider lists are main-
tained in the SIRE register of Euroclear Finland Ltd.
In addition to the insider lists, the Company creates and maintains a
list of persons discharging managerial responsibilities and related par-
ties (natural or legal persons) who have the duty to notify their trans-
actions related to Company’s financial instruments to the Company
and the Financial Supervisory Authority within three business
days af-
ter the transaction. The Company publishes transactions notified to it
with a release within the same time limit. Persons discharging mana-
gerial responsibilities include Pihlajalinna’s members of the Board of
Directors and members of the Management Team.
Executives at Pihlajalinna and non-executive persons defined by the
Company are prohibited from all trading in the Company’s securities
or related derivatives and other financial instruments on their own
REPORT BY THE BOARD OF DIRECTORS
| CORPORATE GOVERNANCE STATEMENT
26
account or for the account of a third party during the period of 30 cal-
endar days before the publication of the Company’s annual financial
statements, interim report and half year financial report (closed win-
dow) or on the publication date of the aforementioned information.
Pihlajalinna Plc has published its insider principles (insider and related
party principles) on the Company’s website.
Related parties and principles for related party
transactions
Pihlajalinna complies with the legislation pertaining to related party
transactions and, in accordance with the Corporate Governance Code
for listed companies, ensures compliance with the requirements for
the monitoring, assessment, decision-making and disclosure of re-
lated party transactions. Pihlajalinna’s Guidelines on Related Party
Transactions, which describe the principles for the monitoring and as-
sessment of related party transactions, is approved annually by Pihla-
jalinna’s Board of Directors, which is responsible for monitoring and
assessing related party transactions.
The purpose of Pihlajalinna Plc’s Guidelines on Related Party Transac-
tions is to ensure that any business transactions involving persons be-
longing to the Company’s related parties are made independently
and based on market terms. The Company assesses and verifies that
any related party transactions are in the best interests of the Com-
pany overall and that any conflicts of interest are duly taken into ac-
count when making decisions on related party transactions. The prin-
ciples of the Guidelines on Related Party Transactions are observed
throughout the Group and in the decision-making concerning all of
the Group companies.
Pihlajalinna Plc’s related parties include the Group’s executives, such
as the members, deputy members (if any) and secretary of the Board
of Directors, the CEO, Deputy CEO and members of the Management
Team, and the aforementioned persons’ spouses and common-law
spouses and other people living in the same household. In addition,
related parties include organisations in which an above-mentioned
related party, either alone or together with other related parties, ex-
ercises significant influence or control. Related parties also include
the Company’s subsidiaries, associated companies and joint ventures
and their CEOs, Board members and potential deputy members, as
well as any organisations in which the above-mentioned parties exer-
cise significant influence or control. Furthermore, related parties in-
clude the Company’s shareholders holding at least 10 per cent of the
Company’s shares or the total votes carried by the Company’s shares.
Pihlajalinna Plc maintains a related party register of major business
transactions between the Company and its related parties, the parties
involved and the key terms of such transactions. The information en-
tered in the register is collected annually from the persons belonging
to the Company’s related parties by means of control surveys. The
Company’s related party register is not public, and any information
entered in it will not be disclosed to third parties, with the exception
of any authorities and the auditor entitled to receive such infor-
mation. People considered as related parties are obliged to notify the
Company’s related party administration of any related party transac-
tions which are being planned, or which have come to their
knowledge. Such notification must be made without delay after re-
ceiving such information. The results of the monitoring of related
party transactions are regularly reported to the Board’s Audit Com-
mittee.
Pihlajalinna may carry out transactions with related parties provided
that the transactions are part of Pihlajalinna’s ordinary course of busi-
ness and implemented under arms-length terms in compliance with
the decision-making procedure specified in Pihlajalinna’s internal poli-
cies and guidelines. Related party transactions that are not part of
Pihlajalinna’s ordinary course of business or are not implemented un-
der arms-length terms are decided on by Pihlajalinna’s Board of Di-
rectors, with due consideration given to the regulations concerning
conflicts of interest.
Any related party transactions will be processed in accordance with
the Guidelines on Related Party Transactions approved by Pihla-
jalinna’s Board of Directors. Any major transactions to be executed
with Pihlajalinna’s management and its related parties shall always be
approved by the Board of Directors.
Pihlajalinna reports on related party transactions annually in its finan-
cial statements. Related party transactions that are of material signifi-
cance from the shareholder’s perspective and are not part of the
Company’s ordinary course of business or are not implemented under
arms-length terms are disclosed in accordance with the Securities
Markets Act and the rules of the Nasdaq Helsinki Ltd stock exchange.
Pihlajalinna Plc has published its principles concerning related party
transactions (insider and related party principles) on the Company’s
website.
Auditors and auditing
According to the Articles of Association, the Company shall have one
(1) Auditor that shall be a firm of authorised public accountants with
an APA-certified Auditor acting as the Auditor with principal responsi-
bility.
The auditor will annually submit an auditor’s report to Pihlajalinna’s
Annual General Meeting. When the Company’s Board of Directors re-
views the financial statements, the principal auditor provides a state-
ment on the implementation of the audit and on their audit observa-
tions.
Pihlajalinna Plc’s Annual General Meeting on 10 April 2024 resolved,
in accordance with the Board’s proposal, to appoint KPMG Oy Ab as
the Company’s auditor for a term ending at the conclusion of the An-
nual General Meeting 2025. The responsible auditor appointed by
KPMG Oy Ab was Assi Lintula,
APA.
KPMG Oy Ab has been the auditor of Group companies during the fi-
nancial year 2024. The following fees have been paid to the auditor
(amounts in thousands of euros):
Auditor’s fees
2024
2023
Auditing,
KPMG Oy Ab
328
328
Statements,
KPMG Oy Ab
64
10
Non-audit services, KPMG Oy Ab
48
57
Total
441
395
Sustainability Statement
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
28
General disclosures
(ESRS2)
Basis for preparation of the sustainability statement (BP-1)
28
Boundaries and foundations of reporting (BP-2)
28
The role of senior management in sustainability management (GOV-1)
31
Information provided to and sustainability matters addressed by the administrative, management and supervisory bodies (GOV-2)
32
Integration of sustainability-related performance in incentive schemes (GOV-3)
33
Statement on due diligence (GOV-4)
34
Risk management and internal controls over sustainability reporting (GOV-5)
34
Strategy, business model and value chain (SBM-1)
35
Interests and views of stakeholders (SBM-2)
39
Material impacts, risks and opportunities in Pihlajalinna's activities and their interaction with strategy (SBM-3)
40
Process to identify and assess material impacts, risks and opportunities (IRO-1)
43
List of disclosure requirements in ESRS (IRO-2)
46
Table: Management of Pihlajalinna's material impacts, risks and opportunities (IRO)
49
Basis for preparation of the sustainability state-
ment (BP-1)
Pihlajalinna Plc's sustainability statement has been prepared in ac-
cordance with the requirements laid down in chapter 7 of the Ac-
counting Act and the sustainability reporting standards (ESRS). The
sustainability statement for 2024 covers the period from 1 January to
31 December 2024, and it has been prepared in consolidation with
the financial statements for 2024. The scope of consolidation in the
sustainability statement is the same as in the financial statements.
The Group companies are described on the note to the consolidated
financial statements.
No information relating to industrial design or copyright, know-how
or innovation results has been omitted from the sustainability state-
ment. The sustainability topics and sustainability KPIs reported in the
sustainability statement are based on the requirements of the EU sus-
tainability reporting standards and Pihlajalinna's double materiality
analysis (DMA), which was conducted in late 2023. The relevant
themes and sustainability topics based on the materiality analysis
have been approved by the Board of Directors of Pihlajalinna. The
DMA process described in IRO-1 contains impacts, risks and opportu-
nities which cover Pihlajalinna's own operations and upstream and
downstream in essential parts.
The policies, measures, targets and
metrics extending to Pihlajalinna's value chain are described in the
sections connected to the relevant standards. For more detailed in-
formation about Pihlajalinna's double materiality analysis process and
its results see the ESRS 2 section, IRO-1: Process for identifying mate-
rial impacts, risks and opportunities.
Coverage of the upstream and downstream value chain
The data in the sustainability statement is reported for the entire
Pihlajalinna Group, covering Pihlajalinna's own operations and par-
tially the upstream and downstream of the value chain. Pihlajalinna's
material sustainability topics extend to the consumers and end users.
The sustainability topics extend to upstream and downstream value
chain workers through service and supplier partners. The material
sustainability topics extend to consumers downstream through our
own services and service partners. The sustainability topics extend to
the environment upstream and downstream in the value chain as a
result of personnel, customers and procurement through supplier and
service partners' value chains. The sustainability statement covers the
material value chain sustainability topics.
Boundaries and foundations of reporting (BP-2)
Time horizons
This sustainability statement complies with the time horizons defined
by the ESRS standards. Short term (1 year) describes the current fi-
nancial year, medium term the following 1–5 years and long term the
period beyond 5 years.
Value chain estimation sources and outcome uncertainty
Pihlajalinna Group's sustainability statement for 2024 has been pre-
pared for the first time following the structures and principles of the
European sustainability reporting standards (ESRS). Therefore, not all
sustainability matters are presented for the comparison periods.
Comparison period data is only disclosed with regard to GHG emis-
sions accounting. The changes to the previous sustainability reports
are mainly connected to the coverage of KPIs and their presentation
and the structure of the report. Greenhouse gas (GHG) emissions ac-
counting has been expanded with regard to reporting boundaries and
emission sources included. More detailed emissions accounting can
be read in section E1, under E1-6: Gross Scope 1, 2, 3 and Total GHG
emissions.
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
29
The consolidation approach to emissions accounting is operational
control, i.e. the emissions of energy from leased facilities has been in-
cluded in Pihlajalinna's Scope 1 and 2 emissions. The biggest uncer-
tainties in the outcomes of emissions accounting are included in
spend-based emissions from purchases and procurement as well as
emissions from customers’ travel and commuting emissions calcu-
lated based on the personnel survey. As these categories account for
more than two-thirds of emissions, it is necessary to consider the to-
tal emissions with caution. Pihlajalinna's total emissions will become
more accurate as data collection is enhanced. The spend-based ac-
counting of indirect emission sources will be developed in the future.
Identified development opportunities include improving the accuracy
and availability of data. In particular, data sources concerning the up-
stream value chain will be refined to enhance data quality and ac-
counting accuracy. Development plans concerning emissions account-
ing will be specified further over the coming financial years.
.
ESRS Standard
Disclosure requirement (DR)
Sustainability statement sections
ESRS2
General disclosures
BP-1
General basis for preparation
of sustainability statements
Basis for preparation of the sustainability
statement (BP-1)
BP-2
Disclosures in relation to specific circumstances
Boundaries and foundations of reporting (BP
-2)
GOV-1
The role of the administrative, management
and supervisory bodies
The role of senior management in sustainability
management (GOV-1)
GOV-2
Information provided to and sustainability
matters addressed by the administrative,
management
and supervisory bodies
Information provided to and sustainability
matters addressed by the administrative,
management and
supervisory bodies (GOV-2)
GOV-3
Integration of sustainability-related
performance in incentive schemes
Integration of sustainability-
related performance in incentive
schemes (GOV-3)
GOV-4
Statement on due diligence
Statement on sustainability due diligence
(GOV-4)
GOV-5
Risk management and internal controls
over sustainability reporting
Risk management and internal controls
over sustainability reporting (GOV
-5)
SBM-1
Strategy, business
model and value chain
Strategy, business
model and value chain (SBM-1)
SBM-2
Interests and views of stakeholders
Interests and views of stakeholders
(SBM-2)
SBM-3
Material impacts, risks and opportunities and
their interaction with strategy and
business model
Material sustainability topics in Pihlajalinna's
activities and their link with the strategy (SBM
-3)
IRO-1
Description of the processes to identify and
assess material impacts, risks and opportunities
Process to identify and assess material
impacts, risks and opportunities (IRO-1)
IRO-2
Disclosure requirements in ESRS
covered by the undertaking’s
sustainability statement
List of disclosure requirements in ESRS
(IRO-2)
Table: Management of Pihlajalinna's
material impacts, risks and opportunities (IRO)
ESRS E1
Climate change
ESRS 2, GOV-3
Integration of sustainability-
related performance in incentive
schemes
Integration of sustainability-
related performance in incentive
schemes (GOV-3)
ESRS 2, IRO-1
A description of relevant climate-related
impacts, risks and opportunities
identification and assessment processes
Process to identify and assess material
impacts, risks and opportunities (IRO-1)
ESRS 2, SBM-3
Material impacts, risks and opportunities and
their interaction with strategy and
business model
Material sustainability topics in Pihlajalinna's
activities and their link with the strategy (SBM
-3)
E1-1
Transition plan for climate
change mitigation
Transition plan for climate
change mitigation (E-1)
E1-2
Policies related to climate change
mitigation and adaptation
Policies related to climate change
mitigation and adaptation (E1-2)
E1-3
Actions and resources in relation to climate
change policies
Actions and resources in relation to climate
change policies (E1-3)
E1-4
Targets related
to climate change mitigation
and adaptation
Targets related
to climate change mitigation
and adaptation (E1-4)
E1-5
Energy consumption and mix
Energy consumption and mix (E1-5)
E1-6
Gross Scopes 1, 2, 3 and Total
GHG emissions
Gross Scope 1, 2, 3 and Total
GHG emissions (E1-6)
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
30
ESRS S1 Own workforce
ESRS 2, SBM-2
Interests and views of stakeholders
Interests and views of stakeholders
(SBM-2)
ESRS 2, SBM-3
Material impacts, risks and opportunities and
their interaction with strategy and
business
model
Material impacts, risks and opportunities related
to Pihlajalinna's own personnel and their
management (SBM-3)
S1-1
Policies related to own workforce
Management of material topics and
policies (S1-1)
S1-2
Processes for engaging with own
workers and workers’
representatives about impacts
Engaging with own workforce (S1-2)
S1-3
Processes to remediate negative
impacts and channels for own workers
to raise concerns
Processes to remediate negative
impacts and channels for own workers
to raise concerns (S1-3)
S1-4
Taking action on material
impacts on own workforce, and
approaches to mitigating mate-
rial risks and pursuing material opportunities
related to own workforce,
and effectiveness
of those actions
Actions (S1-4, S1-5)
S1-5
Targets related
to managing material negative
impacts, advancing positive impacts, and
managing material risks and opportunities
Actions (S1-4, S1-5)
S1-6
Characteristics of the undertaking’s
employees and S1-7 – Characteristics
of non-em-
ployee workers in the undertaking’s
own workforce
Characteristics of the undertaking’s
employees (S1-6)
S1-9
Diversity metrics
Diversity metrics (S1-9)
S1-10
Adequate wages
Adequate wages (S1-10)
S1-14
Health and safety metrics
Health and safety metrics (S1-14)
S1-16
Compensation metrics (pay gap and
total compensation)
Compensation metrics (S1-16)
S1-17
Incidents, complaints and severe human
rights impacts
Incidents, complaints and severe human
rights impacts (S1-17)
ESRS S4 Consumers and
end-users
ESRS 2, SBM-2
Interests and views of stakeholders
Identification and assessment of material
impacts, risks and opportunities
ESRS 2, SBM-3
Material impacts, risks and opportunities and
their interaction with strategy and
business
model
Material impacts, risks and opportunities related
to consumers and end-users
and their management (SBM-3)
S4-1
Policies related to consumers
and end-users
Management of material topics and
policies (S4-1)
S4-2
Processes for engaging with consumers
and end-users about impacts
Engaging with consumers and end-users
(S4-2)
S4-3
Processes to remediate negative
impacts and channels for consumers
and end-users to
raise concerns
Processes to remediate negative
impacts and channels for consumers
and end-users to raise concerns
(S4-3)
S4-4
Taking action on material
impacts on consumers and end-users,
and approaches to man-
aging material risks and pursuing material
opportunities related to consumers
and end-
users, and effectiveness of
those actions
Measures (S4-4)
S4-5
Targets related
to managing material negative
impacts, advancing positive impacts, and
managing material risks and opportunities
Ttargets and metrics (S4-5)
ESRS G1 Business conduct
ESRS 2, GOV-1
The role of the administrative, supervisory
and management bodies
The role of the administrative, management
and supervisory bodies (ESRS2 GOV-1)
ESRS 2, IRO-1
Description of the processes to identify and
assess material impacts, risks and opportuni-
ties
Impact, risk and opportunity management related
to business conduct (ESRS2 IRO
-1)
G1-1
Corporate culture and business
conduct policies and corporate culture
Business conduct policies and corporate
culture (G1-1), Targets
and metrics (G1)
G1-5
Political influence and lobbying activities
Political influence and lobbying activities (G1
-5), Targets and
metrics (G1)
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
31
The role of senior management in sustainability
management (GOV-1)
By consistently managing sustainability, Pihlajalinna wants to ensure
that the Group operates sustainably and ethically as well as promotes
and facilitates the achievement of the goals set for sustainability.
Pihlajalinna's operations are concentrated in Finland, so all adminis-
trative, management and supervisory bodies have relevant experi-
ence with regard to geographical location. In addition, all have rele-
vant industry, product and service expertise available. Pihlajalinna's
Board of Directors, its committees and management feature exten-
sive expertise and skill with regard to important areas relating to busi-
ness and sustainability. There is a high level of competence in quality,
medical impact, ethical business practises,
data protection and per-
sonnel, for example.
Pihlajalinna Group's Management Team has reviewed the manner of
adding employee representation in the Group's senior administration
during 2024. The matter has also been discussed with the Group's
shop stewards. The decision on the matter will be made during 2025.
Board of Directors
Board's gender distribution and diversity
Male
%
Female
%
Other
%
Total
Executive members
4
57
3
43
0
0
7
Other members
0
0
0
0
0
0
0
Total members
4
57
3
43
0
0
7
Board's gender distribution (ratio of
female to male members)
0.75
Percentage of Board members
who are independent
86
Management Team's gender distribution and diversity
Male
%
Female
%
Other
%
Total
Pihlajalinna Group Management Team
6
60
4
40
0
0
10
Other members
0
0
0
0
0
0
0
Representation of workers
0
0
0
0
0
0
0
Management Team's
gender distribution
0.66
At the end of the reporting period (31 December 2024), Pihlajalinna's
Board of Directors had seven members: Jukka Leinonen (Chair), Leena
Niemistö (Vice Chair), Kim Ignatius, Heli Iisakka, Hannu Juvonen, Tiina
Kurki and Mikko Wirén. Until 31 November 2024, the regular secre-
tary of the Board of Directors was Chief Legal Officer Marko Savo-
lainen and as of 1 December, 2024 Chief Legal Officer Jaakko
Liljeroos. Three (42 per cent) of the Board members are female and
four are male. The Board's gender distribution is thus 0.75. There are
no employees or other workers on the Board of Directors.
Pihlajalinna's Board of Directors is the highest body responsible for
sustainability. The Board of Directors approves the Group policies and
principles guiding the Group's operations and internal control, such as
the Pihlajalinna Code of Conduct, human rights principles and policies
on corruption and bribery, HR, equality, quality,
risk management,
data protection, information security and environment. It reviews and
approves the principles and policies concerning responsible business
and related targets and results. The policies, principles and targets
are regularly reviewed and updated, if necessary, to reflect changes in
the operating environment. The Board of Directors approves the sus-
tainability programme and strategic sustainability targets and moni-
tors their progress. The Board of Directors has approved the material
topics of double materiality (DMA) and this sustainability statement
and is the highest body responsible for associated impacts, risks and
opportunities (IRO). The CEO provides the Board of Directors with
regular updates on impacts, risks and opportunities. The Board of Di-
rectors also receives regular reviews of the progress of sustainability
targets from the Executive Vice President, Communications and Sus-
tainability. In addition, the Board of Directors regularly reviews the
Group's key risks and their control and also reviews the big picture
once a year.
With regard to sustainability reporting, the Board of Directors and
senior management have been trained and the theme is regularly ad-
dressed. Pihlajalinna has recognised the increasing need for new ex-
pertise also with regard to other responsibility topics and sustainabil-
ity reporting and has systematically increased operational resources
in these areas. The Executive Vice President, Communications and
Sustainability is a member of the Group Management Team.
On the whole, Pihlajalinna's Board of Directors features extensive ex-
pertise and experience in themes relating to environment, social re-
sponsibility and corporate governance, as well as solid expertise in
the social and healthcare sector and medicine. In addition, the Board
of Directors has diverse experience in material topics of the Group's
sustainability reporting and the assessment of related risks and op-
portunities. Several Board members have also accumulated experi-
ence in working on the boards of other listed companies. They have
broad insight into the requirements of responsibility and sustainabil-
ity reporting from the perspectives of different industries, such as tel-
ecommunications, the food industry, environmental and property
business, retail, the pharmaceutical industry and logistics. In addition,
the Board members have extensive experience in public healthcare
administration and various advocacy organisations. The various di-
mensions of corporate governance are part of the Board expertise in
both board work and executive positions in large companies and their
activities in extremely regulated sectors.
Board diversity and assessment of independence
In order to diversely support and develop Pihlajalinna's business, the
Group's Board of Directors must have a sufficiently diverse lineup.
The overall aim of the Board composition is to achieve sufficiently ex-
tensive qualifications, expertise and experience. The sufficient diver-
sity of the Board of Directors, including age and gender, as well as ed-
ucational and professional background, is taken into account in the
preparation of a proposal for the composition of the Board of Direc-
tors. When preparing the proposal regarding the composition of the
Board of Directors, each candidate for Board membership provides
confidentially the information necessary for the assessment of qualifi-
cations and time utilization, in accordance with the Group’s instruc-
tions. The proposal concerning the composition of the Board of Direc-
tors is prepared by the largest shareholders in the Shareholders’
Nomination Board. It is the duty of the Board of Directors to assess
the independence of its members, the majority of the members must
be independent of the Group. The independence rate is 86 per cent
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
32
for this reporting period. At least two of the independent Board
members shall be independent of major shareholders of the Group.
Ignatius Kim, Iisakka Heli, Juvonen Hannu, Kurki Tiina, Leinonen Jukka
and Niemistö Leena are independent of major shareholders.
Committees
The Board of Directors has two committees: the Audit Committee and
the People and Sustainability Committee. These have a clear-cut divi-
sion of responsibilities in their agendas in thetotality of sustainable
development and sustainability. The Audit Committee is responsible
for sustainability reporting, and it supervises and develops sustaina-
bility reporting. The Committee reviews the Board of Directors’ report
in its entirety. The People and Sustainability Committee is responsible
for monitoring the development of the operating environment, and
steering the Group's sustainability programme and targets.
Group Management Team
All of the quantitative data related to senior management concern
the composition as of 31 December 2024. The Group's businesses and
corporate functions are represented in the Management Team. Em-
ployee representation will be decided on in 2025.
Pihlajalinna's Management Team is responsible for ensuring that the
monitoring and implementation of the impacts, risks, and opportuni-
ties of Pihlajalinna's material sustainability topics are carried out ac-
cording to plans.
The Management Team is responsible for setting
Pihlajalinna's sustainability targets, monitoring progress and supervis-
ing the operating methods that address the material impacts, risks
and opportunities. In addition, it reviews the overall progress of sus-
tainability efforts and sustainability on a quarterly basis. The Execu-
tive Vice President, Communications and Sustainability, who is a
member of the Management Team, is responsible for presentation.
The Management Team also supervises the implementation of ap-
proved sustainability measures for its own part. No special methods
are currently used for managing impacts, opportunities and risks for
the time being; instead, supervision is part of normal risk manage-
ment and internal control processes.
The Group CEO is responsible for the implementation of sustainabil-
ity-related matters. The CEO holds delegated responsibility for sus-
tainability matters covering the sustainable development action plan
and capability. The CEO submits the whole to the Board of Directors
for information twice a year and possibly for further decision making
at least once a year. In addition, the director in charge of the relevant
area is responsible for the control of the impacts, risks and oppor-
tunties of different areas of sustainability topics and the decision
making related to them. The Executive Vice President, Communica-
tions and Sustainability is responsible for sustainability reporting and
the progress of sustainability work at the strategic level. The wellbe-
ing of the personnel is the responsibility of the Head of HR, the Chief
Medical Officer is responsible for the health and safety of customers
and the Chief Legal Officer is responsible for ethics-related areas.
Information provided to and sustainability mat-
ters addressed by the administrative, manage-
ment and supervisory bodies (GOV-2)
Different areas of sustainability are presented by management and
specialists at the meetings of the Board and its committees. The re-
views provide the members with information about the most material
sustainability impacts, risk and opportunities, as well as up-to-date in-
formation about sustainability in general and related regulation. The
Executive Vice President, Communications and Sustainability, who is a
member of the Management Team, is responsible for presenting sus-
tainability-related matters to the Board of Directors, its committees
and the Management Team. A presentation is given to the Board of
Directors twice a year and quarterly to the committees and Manage-
ment Team. These presentations also cover the progress of sustaina-
bility targets. The Board is also given a review by the CEO on impacts,
risks and opportunities twice a year. The Management Team,
on the
other hand, discusses sustainability-related themes at least on a quar-
terly basis in accordance with the target setting and reporting. All of
Pihlajalinna's material sustainability impacts, risks and opportunities
have been reviewed by the Board of Directors in 2024.
The results of Pihlajalinna's risk management, including material sus-
tainability risks, are presented as part of the normal risk management
and self-monitoring process to the Board of Directors once a year and
quarterly to the Management Team by the Executive Vice President,
Communications and Sustainability and experts responsible for the
risk management process. During 2024, the results and effectiveness
of the approved policies, measures, metrics and targets intended to
manage material impacts, risks and opportunities have been pre-
sented to the administrative, management and supervisory bodies by
the Executive Vice President, Communications and Sustainability and
topic experts. There have been several reviews due to the prepara-
tions for the first report, but going forward, the Board of Directors
will receive the reviews twice a year.
The Board of Directors received an update of the implementation of
the due diligence process with regard to human rights during the re-
porting year 2024, but going forward, it will receive a more extensive
presentation as part of regular reviews. The due diligence process on
the whole will be specified further in 2025 and an HRDD module will
also be incorporated into it. With regard to the themes presented in
this report and to be developed further, as well as the results and ef-
fectiveness of the policies, measures, metrics and targets set for
them, the Board of Directors will receive updates from the Executive
Vice President, Communications and Sustainability twice a year going
forward.
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
33
When developing the strategic focus areas for 2024, the key impacts,
risks and opportunities were taken into account to the extent that
they were identified before the results of the actual double material-
ity analysis. The prioritisation of consumers and end-users was taken
into account by making the renewal of services for private customers
one of the strategic focus areas. Pihlajalinna has, for instance,
strengthened its multichannel services through new service concepts
and digital innovation. This supports the availability of service
throughout Finland, which is one of Pihlajalinna's positive impacts.
Another important focus area is collaboration with the public
healthcare sector. The Group has been identified as having an actual
positive impact in this respect, as Pihlajalinna has long-standing tradi-
tions in developing the operational prerequisites of the public
healthcare sector in close collaboration with the public sector.
Thirdly, Pihlajalinna invests in the digital development of work, lead-
ership and managerial work. Remote working reduces the negative
impact on stress when tools with better usability are used. This also
supports work-life balance. In addition, well-managed operations and
clearly defined duties contribute to the personnel's wellbeing at work
and health through understandable duties and roles.
In the future, impacts, risks and opportunities will be more integrated
to the strategy work, the risk management process and major busi-
ness decisions by discussing them at the level of the Management
Team and Board of Directors and its committees in the processes of
preparing the strategy and business decisions. When drawing up
plans, efforts are made to take into account human resource needs in
order to better manage personnel workload.
Sustainability topics discussed in the meetings of the Board of
Directors, its committees and the Group Management Team
in the financial year 2024:
•
Sustainability programme and its targets
•
Results of the double materiality assessment
•
Sustainability reporting and related regulatory development
•
Verification of sustainability reporting
•
Emissions accounting and climate road map
•
Customer experience and satisfaction
•
Personnel wellbeing, development and personnel survey results
•
Personnel survey action plan (Group Management Team)
•
Occupational safety
•
Development of diversity, equity and inclusion (DEI)
•
Human rights principles and commitment
•
Information security and data protection
•
Risk management
•
Sustainability reporting and related regulatory development
(Group Management Team)
Integration of sustainability related performance
in incentive schemes (GOV-3)
Pihlajalinna's remuneration policy describes the principles of remu-
neration and the total remuneration of the administrative, manage-
ment and supervisory bodies. The remuneration policy and any mate-
rial amendments to it are prepared by the People and Sustainability
Committee of Pihlajalinna's Board of Directors. The Board of Directors
reviews and approves the remuneration policy to be presented to the
General Meeting and material amendments to it. The Board of Direc-
tors of Pihlajalinna decides on the remuneration paid to the CEO in
accordance with the remuneration policy. The People and Sustainabil-
ity Committee prepares remuneration-related matters, if necessary,
with the assistance of independent external experts.
The maximum level of remuneration available in the CEO's short-term
remuneration scheme in 2024 is, accounting for Pihlajalinna's EBIT
multiplier, 60 per cent of the fixed annual salary. The remuneration is
based on Pihlajalinna's adjusted EBITA (weight 60 per cent), organic
revenue growth (30 per cent) and personnel satisfaction, eNPS (10
per cent). In addition, the CEO takes part in the long-term share-
based incentive scheme, in which the remuneration available is tied
to Pihlajalinna's adjusted EBITA (weight 60 per cent), development of
sickness-related absence rate (20 per cent), customer satisfaction,
NPS (10 per cent) and personnel satisfaction, eNPS (10 per cent).
For the other Management Team members, the remuneration availa-
ble in the long-term share-based incentive scheme is tied to the same
metrics as for the CEO. The remuneration available in the short-term
remuneration scheme in 2024 is, accounting for Pihlajalinna's EBIT
multiplier, a maximum of 25–33 per cent of fixed annual salary. The
remuneration is based on a weighted basis, on the Group's adjusted
EBITA and organic revenue growth and personnel satisfaction. In ad-
dition, it includes targets relating to one's own area of responsibility.
Of the sustainability programme targets, customer satisfaction (NPS),
sickness-related absence rate (SPO) and personnel satisfaction (eNPS)
are tied to long-
and short-term remuneration. These are key metrics
from the point of view of Pihlajalinna's material sustainability topics
(S4 Consumers and end-users and S1 Own workforce). Climate-re-
lated aspects are not part of the remuneration paid to the administra-
tive, management and supervisory bodies.
Follow-up
The Board of Directors' People and Sustainability Committee moni-
tors the implementation of the remuneration policy and, if necessary,
proposes measures to the Board of Directors to ensure the imple-
mentation of the remuneration policy. The Board of Directors submits
the remuneration policy to the General Meeting to review as neces-
sary, however at least once every four (4) years. In addition, the
Board of Directors annually presents the Annual General Meeting
with the Remuneration Report which the shareholders can use as a
basis to assess the implementation of the remuneration policy at
Pihlajalinna. The General Meeting decides on approval of the Remu-
neration Report. The General Meeting's resolution on the Remunera-
tion Report is of an advisory nature.
Description and implementation of the remuneration of the
Board of Directors
Pihlajalinna's General Meeting decides on the fees paid to the mem-
bers of the Group's Board of Directors. The proposal for the remuner-
ation of the Board members is prepared by the Shareholders’ Nomi-
nation Board. Board members can be paid annual or monthly fees, for
instance, and a meeting fee for meetings of the Board of Directors, its
committees or other bodies. The remuneration of the Board of Direc-
tors was comprised of shares and a cash component in 2024. A total
of EUR 107,973 was paid in shares. The cash paid totalled EUR
250,227, including meeting fees.
Description of the remuneration of the CEO
Pihlajalinna's Board of Directors appoints the CEO and decides on the
terms and conditions of their service contract. Before decision-mak-
ing by the Board, the matter is prepared by the People and Sustaina-
bility Committee. The CEO is not a member of the People and Sustain-
ability Committee and does not take part in decision-making in mat-
ters concerning their own remuneration. In accordance with the Re-
muneration Policy, the remuneration of the CEO is based on a fixed
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
34
monthly salary including fringe benefits and separately decided varia-
ble remuneration components, such as long-term share-based incen-
tive schemes of short-term incentive schemes, for example.
Statement on sustainability due diligence
(GOV-4)
Pihlajalinna's due diligence is part of the Group's operating and gov-
ernance practices, which are based on the Finnish Corporate Govern-
ance Code for listed companies. For governance, the process sets re-
quirements for the transparency of the organisation, ethical manage-
ment and stakeholder engagement in decision-making. In addition,
Pihlajalinna's due diligence process has been expanded into safe-
guarding human rights to prevent activities infringing fundamental
rights. This includes working conditions, prevention of discrimination
and prevention of other human rights infringements. The human
rights risk assessment was carried out during 2024. The development
of measures will continue during the coming financial years, including
more extensive assesment of the environment. In addition, the due
diligence process will be increasingly integrated into key business pro-
cesses to support strategic decision-making and operational activities.
In sustainability reporting, embedding due diligence in governance,
strategy and business model is described in the following sections:
ESRS 2 GOV-4: Statement on sustainability due diligence and
SBM-1: Strategy, business model and value chain.
The methods of identifying and assessing adverse impacts are de-
scribed in sections:
ESRS 2 IRO-1: Process to identify and assess material impacts, risks
and opportunities and SBM-3: Material sustainability topics in Pihla-
jalinna's activities and their link with the strategy, GOV-5: Risk man-
agement and internal controls over sustainability reporting, S1-3 ja
S4-3: Processes to remediate negative impacts and channels for own
workers to raise concerns, Processes to remediate negative impacts
and channels for consumers and end-users to raise concerns.
Interaction with affected stakeholders in all due diligence processes is
described in sections:
SBM-2: Interests and views of stakeholders, IRO-1: Process to identify
and assess material impacts, risks and opportunities,
S1-2: Processes
for engaging with own workers and workers’ representatives about
impacts, G1-5: Political influence and lobbying activities and S4-2:
Processes for engaging with consumers and end-users about impacts.
Taking action to address the adverse impacts is described in sec-tions:
S1-3: Processes to remediate negative impacts and channels for own
workers to raise concerns, S1-4: Taking action on material impacts on
own workforce, and approaches to mitigating material risks and pur-
suing material oppor-tunities related to own workforce, and effec-
tiveness of those actions, G1-1: Business conduct policies and corpo-
rate culture, S4-3: Processes to remediate negative impacts and chan-
nels for consumers and end-users to raise concerns and E1-3: Actions
and resources in relation to climate change policies.
Tracking the effectiveness of efforts and communications are ad-
dressed in sections:
SBM-2: Interests and views of stakeholders, S4-5: Targets
related to
managing material negative impacts, advancing positive impacts, and
managing material risks and opportunities and S1-5: Targets related
to managing material negative impacts, advancing positive impacts,
and managing material risks and opportunities.
Risk management and internal controls over sus-
tainability reporting (GOV-5)
Sustainability reporting complies with the principles of Pihlajalinna's
statutory reporting, risk management and internal control. The Group
services communications and sustainability team is centrally responsi-
ble for sustainability reporting. Sustainability reporting is carried out
by persons specialising in sustainability reporting and reporting stand-
ards. Pihlajalinna's general risk management principles follow the ob-
ligations set by legislation and public and private customers (e.g. So-
cial Welfare and Health Care Supervision Act, Emergency Powers Act,
NIS2). In addition, the risk management requirements related to the
used ISO 9001:2015 and ISO 14001 standards are part of strategic and
day-to-day management. The coverage of the standards is described
in the policy table in section G1.
In order to ensure the accuracy and timeliness of the reported data,
Pihlajalinna has defined and deployed a governance model that de-
fines the roles and responsibilities for sustainability reporting. The ca-
pabilities required for producing the reported data have been identi-
fied and defined in the different areas of Pihlajalinna's operations so
that all reported areas are covered at a sufficient level. This includes
engaging experts from financial administration, HR administration,
communications and sustainability, as well as the legal department.
The Board of Directors has the ultimate responsibility for the appro-
priate organisation of internal control related to reporting. The Board
of Directors annually reviews and approves the Board of Directors’ re-
port, which includes the sustainability statement and financial state-
ments. The Audit Committee assists the Board of Directors in moni-
toring the effectiveness of the principles of internal control and risk
management. The Audit Committee supervises the financial state-
ments and financial reporting as well as the sustainability reporting
processes to ensure the high quality and integrity of the annual re-
porting and related data. Pihlajalinna's Board of Directors assesses
the level of internal control at least once a year. The Board of Direc-
tors may also use an external service provider for separate internal
audit assignments.
Pihlajalinna's first-time sustainability reporting compliant with the
sustainability reporting standards (ESRS) involves risk of error due to
data precision or human error concerning the new reporting method.
The other identified sustainability reporting risks are the accuracy and
reproducibility of the reported data and the timeliness of reporting.
In addition, reporting must be independent of persons. These risks
are mitigated and managed by following the principles of internal
control and sustainability reporting governance model. Pihlajalinna
has deployed a reporting system that supports compliance with re-
porting requirements and data management. The persons responsible
for reporting can verify the entered data, monitor progress and iden-
tify and rectify any inconsistencies. Pihlajalinna has established re-
porting process practises, regular progress monitoring and reviews by
the Audit Committee, but not yet a separate risk management model
for sustainability reporting. A model will be developed during the
next financial year.
The internal control of sustainability reporting is based on risk identi-
fication, analysis and targeting of at the most material identified risks
as well as the best practices of internal control. The data used for re-
porting is generated as business processes progress, and everyone in-
volved in the process is responsible for the accuracy of the data. Re-
porting-related risks and their prioritisation have been assessed
through the findings of the process participants, and any risks have
been addressed with immediate measures. No specific critical risks
emerged during the reporting process.
The business areas and Group functions are responsible for Pihlajalin-
na's process environment being able to provide transparency to the
required reported data. The work roles in Pihlajalinna’s business ar-
eas and Group functions specified in the governance model are re-
sponsible for the content accuracy of the data as well as compliance
with reporting schedules and provision to the person responsible for
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35
sustainability reporting. Internal controls have been deployed to en-
sure the accuracy and timeliness of the reported content. These are
part of the common business processes and their systematic monitor-
ing is part of internal control reporting. The risks and findings related
to sustainability reporting have been reviewed as separate topics, and
they have not been incorporated into the Group's other risk manage-
ment processes during the first reporting year. The harmonisation of
processes and approaches will be reviewed after the first reporting.
Sustainability reporting and any risk findings are regularly reported to
the Audit Committee and the Management Team by the Executive
Vice President, Communications and Sustainability.
Strategy,
business model and value chain (SBM-1)
Pihlajalinna is one of the leading private social and healthcare service
providers in Finland. The Group offers comprehensive and high-qual-
ity private clinic and hospital services as well as occupational
healthcare and insurance company services. In addition, the Group
offers social and healthcare services for wellbeing services counties.
Pihlajalinna's customers, private individuals, businesses, insurance
companies and the public sector are served with an extensive range
of on-site, remote and digital services. Pihlajalinna’s shares are listed
on Nasdaq Helsinki Ltd and 98.5 per cent of shares are held by Finnish
shareholders. All of the Group's business operations are in Finland.
Pihlajalinna pays all its taxes in Finland.
At the end of the financial year 2024, the Group employed 6,493
(6,880) experts, in addition to which the Group had 2,145 (2,103)
practitioners at the end of the financial year. Pihlajalinna is headquar-
tered in Tampere and all of the Group's functions are located in Fin-
land. Pihlajalinna’s values are energy, ethics and open-mindedness.
Pihlajalinna builds effective social and healthcare services that pro-
mote people's health, reduce morbidity and take care of the custom-
ers of assisted living and special needs residential services. Pihla-
jalinna wants to be an impactfully responsible industry pioneer that
offers quick and high-quality care. This goal is promoted by building
multichannel services for all customer groups.
Private clinic and hospital services
Pihlajalinna's private clinic networks covers all of Finland, focusing on
the biggest regional centres. In addition to general practitioners, spe-
cialists and nurses' appointments and emergency and on-call services,
the private clinic services include, among other things, surgical opera-
tions, physiotherapy and diverse examination services.
Occupational health services
For customer companies in occupational healthcare, Pihlajalinna of-
fers services that help maintain working capacity with the aim of sup-
porting organisations and helping them achieve their goals. The ser-
vices are provided at Pihlajalinna's private clinics, hospitals and re-
mote service channels.
Examinations
Pihlajalinna provides an extensive range of laboratory and imaging
services. Imaging examinations include, for example, magnetic, X-ray
and ultrasound examinations. The services also cover various clinical
physiological examinations.
Remote services
Pihlajalinna invests in the multichannel approach to services. Remote
services equalise regional differences and enable cost-effective ser-
vice production. Pihlajalinna's remote services include assessments of
need for treatment, general practitioner and medical specialist ser-
vices and various service concepts, such as a national disease clinic
(Kansantautiklinikka), responsible doctor services and digital health
centres (Digiterveysasema).
Fitness centre services
The Group’s Forever fitness centres offer diverse wellbeing services
for adults who exercise. Fitness centre services complement Pihla-
jalinna’s preventive occupational healthcare services and rehabilita-
tion services carried out after specialised care procedures.
Public Services
Pihlajalinna produces impactful social and healthcare services for
wellbeing services counties. Pihlajalinna's outsourcing services in-
clude care units, health centres and complete and partial out-
sourcings as well as remote services, such as responsible doctor ser-
vices.
Additionally, Pihlajalinna offers various service production pack-
ages as outsourcing, such as services produced with service vouchers
and procurement packages covering a certain number of surgical op-
erations. Studies have shown that the most cost-efficient approach to
producing social and healthcare services in the public sector is the
multi-producer model, which involves service production and provi-
sion through cooperation between the public sector, the private sec-
tor and non-profit organisations.
Strategy
Pihlajalinna’s two strategic priorities in 2024 were the renewal of ser-
vices for private customers and cooperation in social and healthcare
services. The Group continuously develops the customer experience
and serves its customers across an increasingly broad range of chan-
nels,
where the services are needed. Wellbeing services counties have
significantly changed the operating environment in social and
healthcare services. Solid experience in working as a partner to public
healthcare helps Pihlajalinna solve the challenges of society in coop-
eration with wellbeing services counties. The most significant chal-
lenges related to Pihlajalinna's operations and affecting sustainability
issues are retaining and attracting professionals and implementing
and further developing diverse services.
Pihlajalinna sets targets to promote sustainable development by cus-
tomer category and in stakeholder relations. Private clinic and hospi-
tal services aim at quick, need-based and high-quality care for cus-
tomers. High-quality assessment of need for care facilitates the opti-
mum use of healthcare resources. Occupational health services, on
the other hand, focus on maintaining the work ability of companies'
employees and offering cost-efficient solutions to companies. Exten-
sive geographical coverage aim to provide regionally equal services to
all customers. Insurance company collaboration focuses particularly
on cooperation to achieve mutual goals and continuously improve im-
pactful services, not only to ensure quick and appropriate care for in-
dividual customers but also securing cost-efficient solutions.
The wellbeing of our own workforce is a key part of Pihlajalinna's
strategy. The Group focuses on improving the personnel and practi-
tioner experience. This ensures the Group's ability to offer high-qual-
ity services and function as a responsible employer.
Remote services enhance cost efficiency and balances out regional
differences. As remote services grow and the assessment of the need
for care becomes more efficient, GHG emissions from customer travel
are reduced. This promotes the Group's goal of reducing negative cli-
mate change impacts from the value chain. With regard to environ-
mental sustainability, emissions are reduced, resources are used
wisely, and the generation of waste is reduced, and its appropriate
treatment is ensured.
Pihlajalinna provides a broad range of social and healthcare services,
designed to promote the health and wellbeing of customers. Pihla-
jalinna's inputs and resources are presented in more detail in the “Ba-
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| SUSTAINABILITY STATEMENT
36
sis of impact” figure below. The Group's key activities, outputs and re-
sults in terms of the current and expected benefits for customers, in-
vestors and other stakeholders are described under "Our services"
and "Impacts". The customer segments are described under "Cus-
tomer groups". As a provider of social and healthcare services, the
Group does not have actual distribution channels.
Pihlajalinna continuously develops its operations to ensure the high
quality and availability of services and to safeguard human resources.
Word equipment and properties are taken care of with the required
maintenance measures. Risks assessments are made on a regular ba-
sis, and the Group holds reliable ISO certificates (ISO 9001, ISO 27001
and ISO 14001), the coverage of which is described in the policy table
in section G1. Digital software is taken care of with the required up-
dates and by preparing for cyber-attacks, among other measures.
Pihlajalinna aims to ensure the availability of purchased materials and
equipment with long-term agreements and good supplier relations.
The Group only operates in the health sector, so there are no other
relevant industries. The link between the impacts, risks and opportu-
nities with the Group's business model and value chain is described in
more detail in section ESRS 2 SBM-3: Material sustainability topics in
Pihlajalinna's activities and their link with the strategy. The cost struc-
ture and revenues of the business segments according to IFRS 8 dis-
closure requirements are described in note 1 in the financial report.
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38
Pihlajalinna's value chain is described in the figure below. The figure shows the main features of the upstream and downstream value chain and Pihlajalinna's position in the value chain.
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
39
Stakeholder
Interests and views of stakeholders
Purpose and development areas
Engagement channels
Private individuals
High-quality and effective treatment
and care
Skilled and professional healthcare
personnel
Diverse remote services
Smooth appointment booking and service use
Reliability and data protection
Professional skills and training of
the personnel
Developing multi-channel services
Extensive and up-to-date data
processing and
information security
Quality certifications
Interaction in services
Customer service channels
Customer satisfaction surveys
Feedback channels
Social media
Customer organisa-
tions: wellbeing ser-
vices counties, public
sector entities, insur-
ance companies and
businesses
Effective referral
for treatment
Cost control
High-quality and effective services
Data protection and information
security
Partnership models
Professional skills and training of
the personnel
Adequate resources
Continuous development of remote channels
Providing solutions to the changes in the oper-
ating environment
Impact-based treatment and service models
Personal interaction
Customer service channels
Customer satisfaction surveys
Personnel and practi-
tioners
Clear job descriptions and targets
Excellent leadership and supervisory work
Collaboration in statutory employer
-employee
cooperation
Management of wellbeing at work and
occupa-
tional safety and health
Equality in all operations High-quality tools
First-class facilities
Motivating remuneration model
Target-setting
and development discussions at
the individual and team level
Development of leadership and supervisory
work
Active communication and dialogue
Personnel, non-discrimination and equality
poli-
cies
Development of tools
Personal interaction Personnel
briefings
Target-setting
and development discus-
sions
Training and coaching
Intranet
Pihlis Pulse personnel survey
Statutory employer-employee coopera-
tion, occupational safety and health meet-
ings and Kimpassa forum
Pihlajalinna Academy training portal
Anonymous whistleblowing channel
HSE Lite occupational safety and health
notification system
Shareholders
The company’s strategic
management and in-
creasing shareholder value
Transparent and
regular communication
Sharing of understanding regarding
changes in
the operating environment and
their impacts
Risk management
Development of sustainability
Up-to-date and reliable financial reporting
Good leadership, promoting profitability
and
growth
Consistent strategy and a
goal-driven roadmap
Active communication on the development
and
progress of business and strategy
Extensive scanning and analysis of the operat-
ing environment
A comprehensive risk management process
Progresson of sustainability efforts
Quarterly and annual reporting
Quarterly results
release webcasts
Stock exchange releases and website
IR meetings
General Meeting
Media
Reliability, openness,
timeliness and speed of
communication
Quick responses to media requests
Assigning the right experts to interviews
Active dialogue
Communication resources and ensuring
profes-
sional competence
Disclosure policy
Trained spokespersons
Stock exchange releases and media
re-
leases
E-mails and phone calls
Social media
Media meetings
The public authorities
and industry organi-
sations
Smooth cooperation that promotes
the indus-
try’s common goals
Broad sharing of expertise
Open dialogue on topics related to the
industry
Cooperation with the public authorities
Sharing current themes and ideas
Websites
Participation in networks
Responding to requests for information
Personal meetings
Interests and views of stakeholders (SBM-2)
Pihlajalinna is a significant operator in social and healthcare services
sector in Finland. The Group has various stakeholders whose expecta-
tions it aims to meet through open dialogue. Engagement with differ-
ent stakeholders is ensured with diverse communication channels.
Key stakeholders include insurance companies, businesses, consum-
ers and the public sector. With highly competent and professional
personnel, Pihlajalinna can respond to the expectations of other
stakeholders. Operating in the social services and healthcare sector
requires close engagement with the public authorities, decision-mak-
ers and industry organisations. In addition, as a listed company, Pihla-
jalinna creates value for its shareholders and engages in open dia-
logue with the media.
Pihlajalinna engages in active dialogue with various industry partici-
pants in meetings and through its own channels.
Pihlajalinna is a
member of the Finnish Association of Private Care Providers (HALI),
which represents companies and organisations that produce social
and healthcare services. HALI is a member of the Confederation of
Finnish Industries EK. Pihlajalinna is also a member of the industry as-
sociation Lääkäripalveluyhdistys LPY.
Pihlajalinna has not changed its business or strategy on the basis of
the stakeholder analysis during the reporting year, but aims to better
consider the results going forward. Administrative, management and
supervisory bodies are informed of the views of the affected stake-
holders and the company's sustainability-related impacts by the Exec-
utive Vice President, Communications and Sustainability, Sustainabil-
ity Manager and managers of different functions, such as HR.
Pihlajalinna's own personnel is the most essential group of the af-
fected stakeholders. Pihlajalinna actively listens to it’s personnel. The
Group's extensive personnel survey is carried out once a year and it is
an important tool for assessing, monitoring and developing the well-
being and practices of the work community, as well as for dialogue
between personnel and supervisors. The broad personnel survey is
supplemented with lighter mini-pulse surveys carried out
regularly.
In addition, there is a separate DEI survey in place. The results are
used in both Group-level decision-making and development and at
the team level. Pihlajalinna has used the open-ended feedback from
the personnel survey as part of planning for the coming strategy pe-
riod. The perceptions of professionals working at Pihlajalinna about
the company itself are monitored not only through a dedicated sur-
vey but also in regularly organized professional evenings. Pihlajalinna
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
40
respects its employees’ right to unionisation and develops coopera-
tion based on trust and openness with employee representatives.
Material sustainability topics in Pihlajalinna's
activities and their link with the strategy (SBM-3)
The material impacts, risks and opportunities identified in Pihlajalin-
na's double materiality assessment are presented with the ESRS
standards E1 (Climate change), S1 (Own workforce), S4 (Consumers
and end-users) and G1 (Business conduct) in this sustainability state-
ment.
Pihlajalinna operates only in Finland, so all of the impacts are concen-
trated in Finland. Primarily, the impacts take place in a similar manner
in all facilities, but there is slight variation depending on whether they
are an office, private clinic, hospital, service housing unit or a fitness
centre. For example, worker stress occurs the most in care activities,
not so much in ordinary office work. The impacts related to end-users
materialise in both remote and on-site services. Climate (E1) and gov-
ernance (G1) themes affect all of the Group's activities in a similar
manner. Pihlajalinna's resilience analysis will be carried out in the
coming financial years in connection with strategy updates. In the
first reporting year under ESRS, Pihlajalinna has assessed the ability of
its strategy and business model to address material sustainability-re-
lated impacts and risks and, on the other hand, its ability to exploit
material opportunities as part of the sustainability reporting process.
Based on the results of the double materiality analysis, Pihlajalinna's
material sustainability impacts are presented in the attached materi-
ality matrix.
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| SUSTAINABILITY STATEMENT
41
Climate change (E1)
The double materiality assessment identified essential, actual nega-
tive impacts related to climate change adaptation and mitigation in
Pihlajalinna's own operations and at the beginning and end of the
value chain. Due to the nature of Pihlajalinna's business no significant
risks have been identified related to climate change adaptation or
mitigation. The Group's resilience related to climate change and cli-
mate change adaptation has been estimated to be high. The current
and foreseen impacts of the material climate change impacts, risks
and opportunities do not influence Pihlajalinna's strategy and busi-
ness model, and they do not have significant financial effects. A more
detailed climate change scenario and resilience analysis will be con-
ducted in future financial years.
PIhlajalinna's aim is to reduce carbon dioxide emissions, improve en-
ergy efficiency and develop dialogue with stakeholders, as well as to
create targets and measures with supplier partners to reduce emis-
sions from procurement.
Climate change adaptation and mitigation
Pihlajalinna's own environmental footprint causes negative impacts
on the climate, and no actual mitigation and adaptation measures
have been taken yet. Greenhouse gas emissions from, for instance,
procurement, as well as personnel and customer travel as a result of
business activities have a negative impact on the climate and environ-
ment and hinder climate change mitigation. The long supply chains
required by the business are exposed to for example various weather-
related events caused by climate change and hinder climate change
adaptation.
The impacts are caused throughout the value chain. Business opera-
tions generate emissions with long supply chains, for example, with
regard to products used in healthcare. The strategy to grow business
activities also indirectly drives emissions to increase.
Own workforce (S1)
Pihlajalinna's material impacts concern own workforce, covering
workers and self-employed practioners and any temporary work-
force. The presence of material negative impacts concerning own per-
sonnel is associated with impacts typical of the industry, such as occu-
pational safety, working hours and wellbeing at work. In addition,
there are negative impacts related to individual events. Pihlajalinna
operates in a target-oriented manner in a growing and changing oper-
ating environment in which maintaining personnel resources, skills
and wellbeing is of paramount importance. The change in the indus-
try and fast growth of business can have a potential negative impact
on workers' wellbeing and working hours, among other things. These
potential negative impacts affect workers in own operations. The
overall workload in healthcare is typically high for the industry and
can place an additional burden on personnel and resources. Pihla-
jalinna's resilience is assessed as high and preparing for potential
changes and risks typical for the industry is part of the continuous
monitoring and improvement of operations.
As part of the human rights risk assessment, Pihlajalinna has devel-
oped its understanding of the special groups of personnel that may
face negative impacts. Special groups included in Pihlajalinna's own
workforce include young workers and workers belonging to special
groups or minorities, who may be more exposed to impacts on their
physical and mental development. Such impacts may include psycho-
social workload factors, which refer to the features or characteristics
of the duties, work dimensioning and design, working arrangements
and management that may cause harmful stress on the worker. Psy-
chosocial workload factors are not individual problems, rather they
concern all workers. Special groups that may be subject to occupa-
tional safety risks due to the nature of their duties are also typical of
the sector. In addition, special groups include migrant workers and
workers poorly familiar with their own rights who possibly do not
have the capability or competence to use external help when needed,
for example in recruitment processes or other employmentrelated
matters. Pihlajalinna operates in Finland and does not have direct ac-
tivities in areas with significant risks related to forced labour. Pihla-
jalinna has, to a minor extent, international recruitment activities that
could be subject to the risk of forced labour.
Pihlajalinna operates an anonymous whistleblowing channel in case
of harassment and an operating model for any incidents.
Working conditions
Pihlajalinna's actual positive impact on working conditions is con-
nected to workers' job satisfaction, safety,
adequate wages and well-
being. Pihlajalinna invests in high-quality supervisory work, and the
personnel also have access to flexible working hour arrangements,
such as flexible working hours and high-quality occupational
healthcare. As an expert in the field, Pihlajalinna can offer its person-
nel premium healthcare. Working environment-related risks are regu-
larly assessed and addressed, if necessary. Adequate wages can re-
duce workers' financial worries, which may have a potential positive
impact on the personnel.
An actual negative impact, on the other hand, is related to heavy
night work, which burdens part of the personnel, and accidents
caused by violent situations in customer work. Work-life balance in-
volves potential negative impacts due to work-related stress. Poten-
tial negative impacts have also been observed in the personnel's psy-
chological sense of safety and mental health. In addition, there are
potential negative impacts associated with medical devices, such as
the release of helium. These impacts materialise in the Group's own
activities in the short term. Working conditions have an indirect im-
pact on business, as workers who feel good are more productive. Op-
timising the cost structure, on the other hand, can take away benefits
and increase stress in the personnel.
Ensuring the working conditions and wellbeing, as well as health and
safety of the personnel is also significant from the point of view of fi-
nancial risks and opportunities. Stress or accidents can result in long-
term sickness absences.
Maintaining competitive pay causes costs and can affect short-term
profitability. On the other hand, good remuneration is an appeal and
retention factor and increases work motivation. Seeing to working
conditions results in longer careers and higher productivity. Taking
care of the personnel and activities that support workers open up fi-
nancial opportunities, creating a positive employer image and im-
proving the reputation. Pihlajalinna's climate road map measures
have not been identified as having negative impacts on the person-
nel.
These risks and opportunities materialise in own operations.
Equal treatment and opportunities
Pihlajalinna's material sustainability matters regarding our own work-
force are mainly positive and materialise in the short or medium
term. The measures focus particularly on workers' working condi-
tions, wellbeing at work and psychological safety. Based on the per-
sonnel surveys, workers feel that their work is meaningful, and they
are appreciated, their job satisfaction has improved and they have
good opportunities for learning and development. Particular atten-
tion is paid to work-life balance, adequate wages and equal opportu-
nities. These factors together support job satisfaction and the psycho-
logical safety of workers.
Pihlajalinna has an actual positive impact on equal opportunities for
the personnel through on-the-job learning and development opportu-
nities. Pihlajalinna provides its personnel with equal and equitable
opportunities for training and competence development. Each worker
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
42
undergoes an annual development discussion. At Pihlajalinna, compe-
tence development primarily involves on-the-job learning, the sharing
of internal knowledge and training. The majority of on-the-job learn-
ing takes place through actual work and interaction with others. Prac-
tical tools also include onboarding and induction, team-specific and
personal target and development discussions, independent studying,
mentoring, work guidance and job rotation. Professional training is
provided by both Pihlajalinna’s own experts and external training pro-
viders. In annual target-setting and development discussions, an indi-
vidual competence development plan is drafted for each employee.
Efforts towards equality also include equal pay. The remuneration of
the personnel is based on collective agreements and each employee's
responsibilities, competence and adherence to the principles of equal
treatment. Gender has no impact on pay. Pihlajalinna's most recent
pay survey was conducted in September 2024. The pay survey re-
viewed the breakdown of men and women in different positions, pay
and pay gaps. The salary comparison did not indicate that there
would be gender-related pay differences between men and women.
These impacts materialise in the Group's own activities in the short
term.
Equality does not have significant interaction with strategy or busi-
ness, but equality can support work motivation and productivity and
thereby business. Maintaining equal pay is an appeal and retention
factor and increases work motivation, thereby providing a positive
opportunity. Seeing to equality and operating in a manner that
equally supports all workers opens up financial opportunities, creates
a positive employer image and builds reputation. This opportunity
materialises in own activities.
Consumers and end-users (S4)
Material risks and opportunities affecting consumers and end users
were identified as having financial impacts on Pihlajalinna's financial
position, results and cash flows.
Information-related impacts for consumers and end-users
In conjunction with its personnel, Pihlajalinna produces and distrib-
utes information about social and healthcare themes significant to so-
ciety. This has an actual positive impact on customers. There are ac-
tual negative impacts related to customers' privacy, such as patient
safety and data protection, but no severe incidents were identified
during the reporting year. In addition, a potential negative impact is
related to cybersecurity threats to infrastructure and equipment,
which may compromise the availability, confidentiality and integrity
of systems. These materialise in the short term in the Group’s own ac-
tivities.
At Pihlajalinna, the purpose of data protection and the management
of information security is to ensure the secure processing of all of
Pihlajalinna’s data, particularly patient and personal data, as well as
the protection of the privacy of patients and customers. Pihlajalinna
has enhanced cooperation between the data protection and infor-
mation security teams by establishing a cross-functional cooperation
group that meets regularly. Pihlajalinna also has a cyber security de-
velopment plan in place that guides the development of information
security and the monitoring of the targets set for it. The management
of information security aims to ensure the integrity, confidentiality
and availability of information. Pihlajalinna has an external Security
Operations Centre (SOC) that ensures the continuous monitoring of
the organisation’s information security and identifies and responds to
information security threats and deviations in order to protect the or-
ganisation’s information systems and data.
The strategy does not directly interact with privacy or the availability
of information, but as a healthcare group Pihlajalinna's business
model closely interacts with privacy, as it has to collect customers'
health data, for example, as part of the day-to-day customer service
work of hospitals and private clinics.
Significant financial risks were also identified in relation to customer
privacy, data protection and information security,
as well as the abil-
ity to obtain high-quality information. Most significant risks include
cyber threats against infrastructure or hardware and resulting reputa-
tional damage and potential liability for damages. The risks can mate-
rialise in Pihlajalinna's own activities and downstream value chain in
the short and medium term.
Personal health and safety of consumers and end-users
Pihlajalinna has a positive impact on customers' health and safety by
offering diverse general practitioner and medical specialist services.
Pihlajalinna has a comprehensive network of hospitals and private
clinics, remote services and extensive diagnostics services. The Group
produces actual positive impacts on various stakeholders, such as
health benefits to private customers through quick access to treat-
ment and savings to society and employers. Pihlajalinna aims for an
excellent customer experience in all of its services. In addition physi-
cal patient safety is at a strong level.
A potential risk is related to physical patient safety,
reputational dam-
age and possible liability for damages. These are regularly assessed
and taken into account in conjunction with the risk mapping and hu-
man rights risk assessment. There are actual negative impacts related
to customers' privacy and child protection, for example, in relation to
patient safety and data protection. The impacts are identified by the
number of reminders, complaints and patient injury notices. In 2024,
there were no cases of patient injury subject to compensation. In ad-
dition, both subtopics involve potential negative impacts through
cyber-attacks. Pihlajalinna develops cyber security in accordance with
the set targets. These impacts materialise in the Group's own activi-
ties in the short term.
As a healthcare company, Pihlajalinna's operating model is linked to
customers' health and safety, privacy protection and child protection.
Expanding and developing remote services strengthen customer in-
clusion and also interact with the strategy. In addition good practices
can support responsible business conduct and reduce the risks arising
from dependencies related to consumers and end-users.
Social inclusion of consumers and end-users
Customers' social inclusion is at the heart of Pihlajalinna's activities
and involves several actual positive impacts. Customers' equality can
be increased by improving the availability of services with remote ser-
vices even in locations where the required on-site services are not
available. This helps the public service system and thereby society as
a whole. As a social and healthcare services provider and listed com-
pany, transparent, timely and reliable communications to stake-hold-
ers are particularly important to Pihlajalinna and also constitute an
actual positive impact. The cornerstones of Pihlajalinna’s market-ing
and communications are professionalism, reliability, truthfulness and
up-to-date medical knowledge, and they are seen as an actual posi-
tive impact. The impacts materialise in Pihlajalinna's own activi-ties in
the short term.
The strategy and business activities do not have a direct impact on
customers' social inclusion, but good practices in marketing, accessi-
bility and non-discrimination of customers can support business oper-
ations. Reputation can cause both financial risks and opportunities.
The risk would materialise in the Group's own activities.
Business conduct (G1)
The material risks and opportunities of this topical standard were not
identified as having significant financial effects on Pihlajalinna's finan-
cial position, performance and cash flows.
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Corporate culture
Pihlajalinna has an actual positive impact on corporate culture, and
the Group consistently builds it by strengthening leadership and man-
agerial skills as well as work community skills. Moreover, Pihlajalinna
complies with the current legislation, the orders issued by authorities
and the rules and regulations applicable to listed companies and
trains its personnel. This has a positive impact on society.
The policies applied in Pihlajalinna's own activities are documented in
the Code of Conduct and the anti-corruption and anti-bribery policy.
Training on the Code of Conduct is mandatory for all Pihlajalinna per-
sonnel, including practitioners, and it is part of Pihlajalinna's induc-
tion training programme. Supervisors’ capabilities to address prob-
lems are developed through training. Pihlajalinna also has internal
controls and a confidential whistleblowing channel in place for re-
porting misconduct and problems in the organisation. The impacts
materialise in the Group's own activities and downstream value chain
in the short term. Ethical business conduct has a positive impact on
business relationships, such as smaller industry companies, in the
value chain.
Sustainable business and a strategy that takes into account the needs
of the entire personnel can have a positive impact on corporate cul-
ture. No direct impact was observed with the current strategy. The
sub-topic is taken into account as an opportunity, as ethical business
conduct increases trust among stakeholders. Different stakeholders,
such as investors, partners, employees and customers, are of primary
importance with regard to ensuring profitable business. Trust can in-
crease share value, enable financing packages on better terms, im-
prove the availability of workers, and enhance customer acquisition
and retention. The opportunities can materialise in the Group's own
activities and downstream value chain.
Political engagement
Pihlajalinna has an actual positive impact on political engagement.
Pihlajalinna actively monitors legislation and its preparation, as well
as political dialogue in general. Pihlajalinna has a long tradition of de-
veloping the possibilities of public social and healthcare in coopera-
tion with various parties, such as the current wellbeing services coun-
ties. Pihlajalinna adapts operating practices in accordance with legis-
lation. The Group also observes ethical policies in political en-gage-
ment. Pihlajalinna is registered in the Finnish Transparency Register
to ensure the transparency of lobbying activities. Pihlajalinna only en-
gages in lobbying in Finland. The Group does not support political par-
ties or their members. The impacts materialise in own activities in the
long term.
Political engagement can have a positive impact on business. One of
the strategic focus areas of Pihlajalinna is to operate as a partner of
public healthcare and thereby ensure operating prerequisites in pub-
lic healthcare. Political engagement can contribute to a more favoura-
ble legislative framework for private healthcare organisations and
thus generate economic benefits. The sub-topic is seen as an oppor-
tunity, although it can also involve reputational risk in conjunction
with political influence. Both the risks and opportunities can material-
ise in the Group's own operations.
The following were assessed to be non-material topics:
•
ESRS E2 Pollution
•
ESRS E3 Water and marine resources
•
ESRS E4 Biodiversity and ecosystems
•
ESRS E5 Resource use and circular economy
•
ESRS S2 Workers in the value chain
•
ESRS S3 Affected communities
As part of the double materiality analysis, Pihlajalinna identified im-
pacts, risks and opportunities, taking into account the Group's loca-
tion, activity, sector and the structure of the business. Pihlajalinna's
operating area is Finland. Pihlajalinna provides social and healthcare
services and fitness centre services. The Group's own operations are
not linked to major water withdrawal, extraction of natural resources
such as mining or deterioration of habitats through agriculture, for-
estry or construction. The amount of waste generated in operations is
estimated to be non-material in the double materiality assessment,
and this has also taken into account the hazardous waste generated
in health service operations.
Pihlajalinna's operating locations are located in Finland, in city cen-
tres and urban environments, in buildings which are primarily in of-
fice and commercial use. Pihlajalinna does not engage in own produc-
tion, property development activities or agriculture and forestry. The
impacts on pollution, water and marine resources, deterioration of
natural habitats and the habitats of species are potential in the up-
stream value chain, but Pihlajalinna has not become aware of signifi-
cant environmental impacts related to the supply chain. The impacts
described above have been considered to be minor in the materiality
assessment stage, and no remedial action related to biodiversity have
been found to be necessary.
Process to identify and assess material impacts,
risks and opportunities (IRO-1)
As part of the double materiality analysis, Pihlajalinna identified im-
pacts, risks and opportunities, taking into account the Group's loca-
tion, activity, sector and the structure of the business. Pihlajalinna op-
erates in Finland, and it is one of the leading private social and
healthcare service providers in Finland. The Group offers comprehen-
sive private clinic and hospital services, as well as occupational
healthcare and insurance cooperation services. In addition, the Group
offers social and healthcare service production models for wellbeing
services counties.
In 2023, Pihlajalinna conducted a double materiality assessment in ac-
cordance with the requirements of the ESRS and reports on material
sustainability matters from 2025, using the data for 2024. The analy-
sis has used EFRAG guidelines and a clear process that includes an ac-
curate scoring logic and prioritises material sustainability topics with
experts. Material topics are classified into environmental, social and
governance themes in accordance with the ESRS.
The double materiality analysis was comprised of several stages. The
preliminary assessment screened the potential sustainability matters
on the basis of ESRS and scientific research,
and narrowed the topics
down to a short list assessed by experts. The material sustainability
topics identified in the assessment have been described and their ma-
teriality have been assigned numerical values using the materiality as-
sessment calculation model described in the ESRS 1 standard.
The DMA process identified impacts, risks and opportunities which
cover Pihlajalinna's own operations as well as upstream and down-
stream value chains. The materiality assessment did not focus on spe-
cific activities, business relationships or geographical areas; instead, it
covered all own activities and the value chain. The impacts caused by
the Group's own operations and value chain have been assessed sep-
arately for each topic. The calculation matrix includes a separate col-
umn to identify the stage of the value chain in which the impact is
caused: downstream and/or upstream. The impact can thus be a con-
sequence of either own activities and/or different stages of the value
chain. Thus, the assessment takes into account impacts in which the
undertaking is involved through its own operations or as a result of its
business relationships.
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Collecting stakeholder insight was an important part of the double
materiality analysis, supplementing the understanding of the impacts
on stakeholders and the kind of information expected by stakehold-
ers as the basis of their own decision-making. Pihlajalinna actively en-
gages with stakeholders, in addition to which a stakeholder survey
was conducted as part of the analysis to obtain a deeper and more
accurate insight into the views and expectations of stakeholders. In
addition to the Group's own personnel, the stakeholders that re-
sponded to the survey included customers, customer organisations,
practitioners, shareholders, public authorities and decision-makers,
partners and media.
After the preliminary assessment and stakeholder consultation, an ex-
pert assessment was carried out to identify and assess the impacts of
Pihlajalinna on nature and society through the sustainability issues se-
lected for the “short list”, as well as the risks and opportunities arising
from these impacts and from nature and society (double materiality).
The results of the expert assessment were discussed with Pihlajalinna
experts in a workshop and a double materiality assessment was con-
ducted based on it, identifying the sustainability themes material to
Pihlajalinna. Pihlajalinna's Board of Directors has approved the choice
of material topics, and the Group's sustainability reporting is verified
by KPMG.
The materiality assessment has been prepared in accordance with the
requirements of ESRS 1, and it uses the criteria and time horizons
provided by the standard. Based on the pre-screening, the materiality
assessment defined which topics are probably material, and a numer-
ical assessment was made for them. Impact materiality and financial
materiality have been assessed for each topic. In assessing the mate-
riality of a negative impact, its scale, scope and irremediable charac-
ter were assessed, which combined make up the severity of the im-
pact. The average severity of the impact is calculated based on this
severity by dividing it by three. The average of severity is multiplied
by probability, which results in the final impact materiality value be-
tween 0 and 5.
A value of 3 has been used as the threshold. If the impact value of a
positive impact is equal to or higher than 3 or the materiality of a neg-
ative impact is equal to or higher than 3, the topic is material. The
topics have not been directly listed in order of priority, but the order
can be seen based on the values. Positive impacts have not been
listed in order of priority with regard to relative scope and probability,
but the order can be seen in the assessment matrix. The more de-
tailed criteria are tabulated below.
With regard to material themes, it has been assessed how the identi-
fied negative and positive impacts can influence risks and opportuni-
ties arising from sustainability. Based on the assessment, material im-
pacts and risks related to sustainability topics have been identified.
Dependencies have typically been assessed for different sustainability
matters from different perspectives, i.e. there can be dependencies
with regard to personnel, economy and the environment, and they
were taken into account in the assessment for the pre-screened top-
ics. In addition, a consultation with the stakeholders was carried out
at a general level in order to understand how the effects of the im-
pacts will be targeted. For the time being, sustainability-related risks
have not been listed in order of priority relative to other risks.
The financial effects of risks and opportunities and the likelihood of
the materialisation of the risks are also assessed in accordance with
ESRS 1. The financial assessment has considered the business risks
and opportunities of different sustainability matters and topics in
monetary amounts; the assessment has been verified by external ex-
perts. The financial significance was first assessed on a scale of 0–5
and then multiplied by the likelihood, which then yielded the final es-
timate of materiality. The threshold was 3 here as well.
Decision-making process
Pihlajalinna implemented the materiality assessment in cooperation
with external experts. Pihlajalinna’s Board of Directors approved the
materiality result.
Impacts, opportunities and risks as part of risk management
and management processes
Pihlajalinna has not yet incorporated the impact, risk and opportuni-
ties identification, assessment and management process into the gen-
eral risk management process or used it for assessing the general risk
profile and risk management processes. Pihlajalinna's impact, risk and
opportunity identification, assessment and management process has
been developed during the past financial year. The risk management
process has covered the identification and assessment of impacts
with regard to business risk assessment, human rights risk assess-
ment and double materiality assessment as part of the big picture.
These areas will be harmonised with the Group's general risk man-
agement process during future financial years. The opportunity iden-
tification, assessment and management process was not yet incorpo-
rated into the general management processes during the reporting
year.
Level of detail, sources and follow-up of the materiality as-
sessment
The first materiality assessment was reviewed generally at the stand-
ard level, and with regard to the key topics, the impacts were detailed
further to the sub-topic and sub-sub-topic level and their materiality
assessment was calculated. In subsequent years, Pihlajalinna will
deepen the assessment at the level of sub-topic, sub-sub-topic as well
as individual impacts, and more thoroughly in its value chain. Pihla-
jalinna has used the science-based and generally accepted Sixth As-
sessment Report of the IPPC (2023) as its primary data source as well
as sector-specific sources but intends to use sources even more com-
prehensively going forward. The process of identifying material im-
pacts, risks and opportunities has not changed compared to the previ-
ous reporting period, as Pihlajalinna is reporting for the first time in
accordance with the European Sustainability Reporting Standards
(ESRS) for 2024. The double materiality analysis will be specified fur-
ther and updated during 2025.
Description of the processes to identify and as-
sess material impacts, risks and opportunities
(G1 IRO-1)
Pihlajalinna Group has a business risk management plan in place. The
Group has a risk management network owned by the Chief Medical
Officer, and the chief administrative physician coordinates its man-
agement. The network comprehensively includes persons in manage-
rial positions at different Group functions. Pihlajalinna has surveyed
the impacts, risks and opportunities, as well as risk management
practices and tools and the content of the ISO quality management
standards regarding risk management. The risk management princi-
ples and policy have been prepared based on them.
Pihlajalinna's risk management network annually submits the risk
management policy to the Group Management Team, which presents
the matter to the Group's Board of Directors. The Pihlajalinna Board
of Directors has approved the Risk Management Policy and the risks
and opportunities annually presented by the Management Team. The
Risk Management Policy defines the content,
goals, operating meth-
ods, principles and responsibilities of Pihlajalinna's risk management.
The results of the regularly conducted risk analysis are reviewed by
the Group Management Team. Within the risk management network,
there is a working group that works with risk management and plans
the measures for risk management and its implementation.
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As the risk management framework, Pihlajalinna uses the risk classifi-
cation widely used in social and healthcare services, which defines
the external and internal risks as well as risks caused to third parties.
In addition, the customer, professional, health, finances and environ-
ment are at the heart in accordance with Pihlajalinna's value creation
model. The impact assessment of risks uses a five-step likelihood as-
sessment that is reflected on the five-step risk impact scale in the
theme’s finances, reputation, customer,
personnel and data protec-
tion. The risk management measures and risk owners are always
identified as part of the risk work to ensure risk management in the
area of each operational responsibility. Risk management at Pihla-
jalinna has traditionally been carried out at the Group, business unit,
service and process level. The key risks and disturbances are regularly
identified and assessed, and continuity plans have been prepared for
them so that if the risk materialises, Pihlajalinna's operations will con-
tinue with minimum disturbance.
The goal of Pihlajalinna’s risk management is to promote the achieve-
ment the Group’s strategic and operational targets, share-holder
value, the Group’s operational profitability and the realisation of re-
sponsible operating practises. Risk management seeks to ensure that
the risks affecting the Group's business operations are known, as-
sessed and monitored. Risk management also includes practical
measures and real-time monitoring to anticipate risks and mitigate or
reduce their adverse impacts.
The Group's general risk management principles have been approved
by the Board of Directors. The Group’s Chief Financial Officer,
in con-
junction with the operative management, is responsible for identi-
fying financial risks and for practical risk management. The goal of the
Group’s financial risk management is to ensure sufficient liquidity,
minimise financing costs and regularly inform the management about
the Group’s financial position and risks.
Description of the processes to identify and as-
sess material climate-related impacts, risks and
opportunities (E1 ESRS2 IRO-1)
Pihlajalinna Group's impacts on climate change and GHG emissions
are described in section E1-6: Gross Scope 1, 2, 3 and total GHG emis-
sions. The double materiality analysis identified Pihlajalinna's impacts
on environment and society. The assessment took into account the
special characteristics of Pihlajalinna’s business model and value
chain. Identified negative impacts include GHG emissions from the
Group's own operations, sustainability of the supply chain and envi-
ronmental footprint caused by personnel and customer travel and
procurement. Due to the nature of Pihlajalinna's business activities,
no significant risks related to climate change adaptation or mitigation
have been identified. A scenario and resilience analysis related to the
business impacts of climate-related physical and transition risks, iden-
tifying the risks and related management methods and operational
impacts more comprehensively, will be carried out during subsequent
financial years.
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List of disclosure requirements in ESRS (IRO-2)
Datapoints in cross-cutting and topical standards that derive from other EU legislation
The table below presents the datapoints of ESRS 2 and topical ESRSs derived from other European Union (EU) legislation in accordance with ESRS 2, Appendix B. The table indicates the location of the material datapoints in
the sustainability statement and which datapoints are not material.
Disclosure
re-
quirement
Datapoint
SFDR
reference
Pillar
3
refer-
ence
Climate
Benchmark
Standards
Regulation reference
EU
Climate
Law
reference
Materiality
ESRS 2 GOV-1
21 d
Board's gender distribution
X
X
Roles of senior management in sustaina-
bility management (GOV-1)
ESRS 2 GOV-1
21 e
Percentage of board members
who are independent
X
Roles of senior management in sustaina-
bility management (GOV-1)
ESRS 2 GOV-4
30
Statement on due diligence
X
Statement on sustainability due diligence
(GOV-4)
ESRS 2 SBM-1
40 d i
Involvement in activities related
to fossil fuel activi-
ties
X
X
X
Non-material
ESRS 2 SBM-1
40 d ii
Involvement in activities related
to chemical produc-
tion
X
X
Non-material
ESRS 2 SBM-1
40 d iii
Involvement in activities related
to controversial
weapons
X
X
Non-material
ESRS 2 SBM-1
40 d iv
Involvement in activities related
to cultivation and
production of tobacco
X
Non-material
ESRS E1-1
14
Transition plan to reach
climate neutrality by 2050
X
Transition plan for climate
change miti-
gation (E-1)
ESRS E1-1
16 g
Undertakings excluded from Paris
-aligned Bench-
marks
X
X
Transition plan for climate
change miti-
gation (E-1)
ESRS E1-4
34
GHG emission reduction targets
X
X
X
Targets related
to climate change mitiga-
tion and adaptation (E1-4)
ESRS E1-5
38
Energy consumption from fossil sources,
disaggre-
gated by source (only high climate
impact sectors)
X
Non-material
ESRS E1-5
37
Energy consumption and mix
X
Energy consumption and mix (E1-5)
ESRS E1-5
40-43
Energy intensity associated with activities
in high cli-
mate impact sectors
X
Non-material
ESRS E1-6
44
Gross Scopes 1, 2, 3 and Total
GHG emissions
X
X
X
Gross Scopes 1, 2, 3 and total GHG emis-
sions (E1-6)
ESRS E1-6
53-55
Gross GHG emissions intensity
X
X
X
Gross Scopes 1, 2, 3 and total GHG emis-
sions (E1-6)
ESRS E1-7
56
GHG removals and carbon credits
X
Non-material
ESRS E1-9
66
Exposure of the benchmark portfolio to climate
-re-
lated physical risks
X
Transitional provision
applied
ESRS E1-9
66 a
66 c
Disaggregation of monetary amounts by
acute and
chronic physical risk; Location of
significant assets at
material physical risk
X
Transitional provision
applied
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ESRS E1-9
67 c
Breakdown of the carrying value of
its real estate assets by energy-efficiency
classes
X
Transitional provision
applied
ESRS E1-9
69
Degree of exposure of the portfolio
to climate-related opportunities
X
Transitional provision
applied
ESRS E2-4
28
Amount of each pollutant listed in Annex
II of the E-PRTR Regulation (European
Pollutant Re-
lease and Transfer
Register) emitted to air,
water and soil
X
Non-material
ESRS E3-1
9
Water and marine resources
X
Non-material
ESRS E3-1
13
Dedicated policy
X
Non-material
ESRS E3-1
14
Sustainable oceans and seas
X
Non-material
ESRS E3-4
28 c
Total water
recycled and reused
X
Non-material
ESRS E3-4
29
Total water
consumption in m3 per net revenue
of own operations
X
Non-material
ESRS 2
SBM3 - E4
16 a i
Activities negatively affecting biodiversity
-sensitive areas
x
Non-material
ESRS 2
SBM3 - E4
16 b
Material negative impacts with regards
to land degradation , desertification or
soil sealing
x
Non-material
ESRS 2
SBM3 - E4
16 c
Operations that affect threatened species
X
Non-material
ESRS E4-2
24 b
Sustainable land / agriculture practices
or policies
X
Non-material
ESRS E4-2
24 c
Sustainable oceans / seas practices or
policies
X
Non-material
ESRS E4-2
24 d
Policies to address deforestation
X
Non-material
ESRS E5-5
37 d
Non-recycled waste
X
Non-material
ESRS E5-5
39
Hazardous waste and radioactive
waste
X
Non-material
ESRS 2 – SBM-3 – S1
14 f
Risk of incidents of forced labour
X
Material sustainability topics in
Pihlajalinna's activities and their
interaction with strategy (SBM
-3)
ESRS 2 – SBM-3 – S1
14 g
Risk of incidents of child labour
X
Material sustainability topics in
Pihlajalinna's activities and their
interaction with strategy (SBM
-3)
ESRS S1-1
20
Human rights policy commitments
X
Policies
ESRS S1-1
21
Due diligence policies on issues addressed by the fundamental
International Labor Organisation
Conventions
X
Policies
ESRS S1-1
22
Processes and measures for preventing
trafficking in human beings
X
Policies
ESRS S1-1
23
Workplace accident prevention
policy or management system
X
Processes to remediate negative
impacts and channels for own
workers to raise concerns
(S1-3)
ESRS S1-3
32 c
Grievance/complaints handling mechanisms
X
Processes to remediate negative
impacts and channels for own
workers to raise concerns
(S1-3)
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ESRS S1-14
88 b, c
Number of fatalities and number and
rate of work-related accidents
X
X
Health and safety metrics (S1-14)
ESRS S1-14
88 e
Number of days lost to injuries, accidents,
fatalities or illness
X
Transitional provision
applied
ESRS S1-16
97 a
Unadjusted gender pay gap
X
X
Compensation metrics (S1-16)
ESRS S1-16
97 b
Excessive CEO pay ratio
X
Compensation metrics (S1-16)
ESRS S1-17
103 a
Incidents of discrimination
X
Incidents, complaints and severe
human rights impacts (S1-17)
ESRS S1-17
104 a
Non-respect of UNGPs on Business and
Human Rights principles and OECD guide-
lines
X
X
Incidents, complaints and severe
human rights impacts (S1-17)
ESRS 2 – SBM-3 – S2
11 b
Significant risk of child labour or forced
labour in the value chain
X
Non-material
ESRS S2-1
17
Human rights policy commitments
X
Non-material
ESRS S2-1
18
Policies related to value chain
workers
X
Non-material
ESRS S2-1
19
Non-respect of UNGPs on Business and
Human Rights principles or OECD guide-
lines
x
x
Non-material
ESRS S2-1
19
Due diligence policies on issues addressed by the fundamental
International La-
bor Organisation Conventions
X
Non-material
ESRS S2-4
36
Human rights issues and incidents connected
to upstream and downstream
value chain paragraph 36
X
Non-material
ESRS S3-1
16
Human rights policy commitments
X
Non-material
ESRS S3-1
17
Non-respect of UNGPs on Business and
Human Rights, ILO principles or OECD
guidelines
X
X
Non-material
ESRS S3-4
36
Human rights issues and incidents
X
Material
ESRS S4-1
16
Policies related to consumers
and end-users
X
Management and policies related
to material topics (S4-1)
ESRS S4-1
17
Non-respect of UNGPs on Business and
Human Rights principles or OECD guide-
lines
X
X
Management and policies related
to material topics (S4-1)
ESRS S4-4
35
Human rights issues and incidents
X
Actions (S4-4)
ESRS G1-1
10 b
United Nations Convention against
Corruption
X
Policies
ESRS G1-1
10 d
Protection of whistle-blowers
X
Non-material
ESRS G1-4
24 a
Fines for violation of anti-corruption
and anti-bribery laws
X
X
Non-material
ESRS G1-4
24 b
Standards of anti-corruption and
anti-bribery
X
Non-material
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49
Table: Management
of
Pihlajalinna's
material
impacts,
risks
and
opportunities
(IRO)
E1 Climate change
Sustainability
mat-
ter
Impacts, risks and opportunities (IRO)
Impact
area
Time
hori-
zon
Stage
of
the
value
chain
and
stake-
holder
Management
lever
Climate change adapta-
tion
GHG emissions from own operations,
sustainability of value
chains, environmental footprint,
tax footprint.
The emissions from Pihlajalinna's own operations
are caused
by business, business travel and energy
consumption of facili-
ties, among others. The emissions generated
have an actual
negative impact on environment.
Actual negative im-
pact
Widespread
Medium term
All /
Environment, society
Improving the quality of emissions accounting
data makes it possible to target
effective measures more accurately.
Approving the climate road map
(based
on the SBTi framework) and managing and
monitoring the impact of
measures.
Climate change mitiga-
tion
GHG emissions caused by customers'
and workers' travel
and
procurement
Actual negative im-
pact
Widespread
Short
Upstream value chain,
downstream /
Environment, society
Strengthening remote services reduces
emissions from customers' travel.
Maintaining stakeholder dialogue
with supplier partners to reduce emissions
from procurement.
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50
S1 Own workforce
Sustainability
mat-
ter
Impacts, risks and opportunities (IRO)
Impact
area
Time
hori-
zon
Stage
of
the
value
chain
and
stake-
holder
Management
lever
Stability of the employ-
ment of own workforce
Pihlajalinna offers stable employment
relationships and the
possibility of exercising a profession.
Actual positive im-
pact
Widespread
Short
Own operations /
Employees
Pihlajalinna provides supervisors support in
employment-related matters
through central HR advice, investments
are made in developing supervisors'
leadership with targeted training.
A working time bank and flexible working
hours are in place in some functions in the
Pihlajalinna Group. In addition, du-
ties in which presence at the workplace is not
required to carry them out may
be performed remotely.
Pihlajalinna offers extensive
opportunities for operating as a practitioner,
es-
pecially as a doctor.
The work can be customised flexibly based
on the doc-
tor's own interests, and work is supported
by doctor customer account man-
agers who provide assistance in
making day-to-day life smooth
and practical
matters.
The opportunities from the employer's perspective
are major:
attractiveness and retaining
capacity as employer,
work moti-
vation, length of careers, coping
at work, productivity,
supervi-
sory work and leadership.
Opportunity
Widespread
All
Ensuring the working conditions, wellbeing, health
and safety
of the personnel is also significant from
the point of view of fi-
nancial risks and opportunities. Stress or accidents
can result in
prolonged sickness-related absence,
and offering competitive
pay can have an impact on short
-term profitability.
Risk
Individual
All
Working hours of own
workforce
Night work stresses the personnel
Actual negative im-
pact
Individual
Short
Own operations /
Employees
Pihlajalinna has health examinations in place
for work under conditions with
special risks of illness. The Group has an
early intervention model in place,
and all supervisors are trained in it. Pihlajalinna
complies with the applicable
employment legislation and collective agreements.
Pihlajalinna provides su-
pervisors support in employment-related
matters through central HR
advice,
investments are made in developing
supervisors' employment-related
exper-
tise with targeted training.
The opportunities from the employer's perspective
are major:
attractiveness and retaining
capacity as employer,
work moti-
vation, length of careers, coping
at work, productivity,
supervi-
sory work and leadership.
Opportunity
Widespread
All
Pihlajalinna provides supervisors support in
employment-related matters
through central HR advice, investments
are made in developing supervisors'
employment-related expertise with
targeted training. A working
time bank
and flexible working hours are in place
in some functions in the Pihlajalinna
Group. In addition, duties in which presence at
the workplace is not required
to carry them out may be performed remotely.
Ensuring the working conditions, wellbeing, health
and safety
of the personnel is also significant from
the point of view of fi-
nancial risks and opportunities. Stress or accidents
can result in
prolonged sickness-related absence,
and offering competitive
pay can have an impact on short
-term profitability.
Risk
Individual
All
Pihlajalinna complies with the applicable employment
legislation and collec-
tive agreements. Pihlajalinna has a role architecture
for workers with contrac-
tual salary. The remuneration
of the personnel is based, in addition
to collec-
tive agreements, on each employee's job
grade, performance and adherence
to the principles of equal treatment. Pihlajalinna
acknowledges and rewards
exemplary action and significant achievements
at work with different forms
of rewarding. In addition, personnel
benefits are offered to support
the well-
being at work and satisfaction of the
personnel.
Adequate wages for
own workforce
The opportunities from the employer's perspective
are major:
attractiveness and retaining
capacity as employer,
work moti-
vation, length of careers, coping
at work and productivity.
A
positive employer image and reputation
also result in financial
benefits.
Opportunity
Widespread
All
Increasing wages may increase costs,
affecting short-term prof-
itability.
Risk
Individual
All
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51
Gender equality and
equal pay for work of
equal value among own
workforce
The remuneration of the personnel
is based on the compe-
tence of each employee and adherence
to the principles of
equal treatment. In jobs covered
by collective agreements, re-
muneration is based on the wage categories
stipulated by the
applicable agreement. Remuneration
also takes into account
job-specific responsibility premiums, years
of experience and
the job location’s cost
of living category. Gender
is not a factor
in remuneration under any circumstances.
The remuneration
of senior salaried employees is determined
by the demands of
the job and the individual’s competence,
experience, perfor-
mance and results.
Actual positive im-
pact
Widespread
Short
Own operations /
Employees
At Pihlajalinna, all decisions concerning
remuneration, rewarding and
promo-
tions are based on each employee's skills and
achievements. Pihlajalinna reg-
ularly carries out wage surveys.
Work-life balance of
own workforce
Attractiveness and retaining
capacity as employer,
increasing
work motivation and length of careers,
rehabilitative and flexi-
ble activities that take the life
stage into account and
support
the worker also provide financial opportunities,
employer rep-
utation as a responsible party.
Opportunity
Widespread
All
Own operations /
Employees
Pihlajalinna has a working time bank and flexible working
hours in place in
some functions. At Pihlajalinna, duties in which
presence at the workplace is
not required to carry them out may be
performed remotely.
Work-life bal-
ance is supported with high-quality supervisory work and
compliance with
the active caring model.
Sickness absence due to stress or accident
Risk
Individual
All
Health and safety of
own workforce
Psychological safety,
mental health challenges
Actual negative im-
pact
Individual
Short
Own operations /
Employees
The objectives of promoting employee wellbeing
include healthy employees,
a functional work community and the effective
prevention of work-related
ill-
nesses. At Pihlajalinna, managing people's wellbeing
is taken into account
as
part of all management. Occupational healthcare
at Pihlajalinna is based on
prevention and an active caring model,
which involves training supervisors
to
address work ability issues among employees
as early as possible. Pihlajalinna
has an adjusted work operating model
and Mental Care (Mielen huoli) ser-
vices in place. The wellbeing of personnel is
supported by high-quality day-to-
day leadership.
Work-related injuries
Potential negative
impact
Individual
Short
The management of occupational safety
and health risks identifies work-re-
lated hazards, risks and adverse
effects, and to systematically
eliminate or re-
duce these. Working environment
risks are assessed by Pihlajalinna’s
units at
least once a year and whenever significant
changes happen.
The significance to health of the identified risks is also
assessed in workplace
surveys conducted by the occupational
healthcare function. These are carried
out in five-year intervals at a minimum
and whenever significant changes
happen. A safety walk is regularly carried
out in the locations, intended
to fa-
miliarise the workers with the safety
and occupational safety and health
of
their own workplace and its surroundings in
practice.
As an expert in the field, Pihlajalinna has the potential
to offer
its personnel premium healthcare
Actual positive im-
pact
Widespread
Short
The objectives of promoting employee wellbeing
include healthy employees,
a functional work community and the effective
prevention of work-related
ill-
nesses. Pihlajalinna regularly assesses the content
of the occupational health
agreement so that it supports the work ability
of the personnel in the best
manner possible.
Attractiveness and retaining
capacity as employer,
increasing
work motivation and length of careers,
rehabilitative and flexi-
ble activities that take the life
stage into account and
support
the worker also provide financial opportunities,
employer rep-
utation as a responsible party.
Opportunity
Widespread
All
Sickness absence due to stress or accident
Risk
Individual
All
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52
Measures against vio-
lence and harassment
in the workplace in own
workforce
Pihlajalinna applies an operating model aimed at
the preven-
tion of inappropriate conduct. Accordingly,
all forms of harass-
ment or inappropriate treatment of
employees are prohibited.
Supervisors are under an obligation to
address inappropriate
conduct or harassment immediately after
being informed of
the issue.
Actual positive im-
pact
Widespread
Short
Own operations /
Employees
Pihlajalinna has an operating model for the
management of harassment and
inappropriate treatment in place,
and adherence to it promotes the wellbeing
at work of the personnel.
Training and skills de-
velopment of own
workforce
Pihlajalinna offers its personnel equal
and
non-discriminating opportunities for training
and skills devel-
opment
Actual positive im-
pact
Widespread
Short
Own operations /
Employees
All Pihlajalinna employees are within the scope
of annual development dis-
cussions. Pihlajalinna Academy is an online learning environment
for the com-
pany’s personnel that offers
new content to support competence
develop-
ment. The Group's training plan compr
ises Group-level training organised
by
target group based on the Group's
strategy and business areas' competence
needs. Taking workers
under threat of incapacity for
work and unemploy-
ment into account. Taking
the special needs of workers
in different situations
in life into account.
Equal treatment and development
of competence and skills is
also significant from the point of view of
financial risks and op-
portunities. Attractiveness and
retaining capacity as employer,
increasing work motivation and length
of careers, equality,
ac-
tivities that accumulate competence also
provide financial op-
portunities.
Opportunity
Widespread
All
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53
S4
Consumers
and
end-users
Sustainability
mat-
ter
Impacts, risks and opportunities (IRO)
Impact
area
Time
hori-
zon
Stage
of
the
value
chain
and
stake-
holder
Management
lever
Privacy of consumers
and end-users
Maintaining patient safety,
data protection (cyber attacks
against infrastructure and
hardware)
Actual and potential
negative impact
Widespread
Short
Own operations /
Consumers
and end-users
At Pihlajalinna, the purpose of data
protection and the management of infor-
mation security is to ensure the secure processing
of all of Pihlajalinna’s data,
particularly patient and personal data,
as well as the protection of the privacy
of patients, customers and the company’s
personnel. The management of in-
formation security aims to ensure the
integrity, confidentiality
and availabil-
ity of information. The cyber security development
plan guides the develop-
ment of information security and the monitoring
of the targets set for it.
An
external Security Operation Centre (SOC)
is used, which ensures the continu-
ous monitoring of the organisation's
information security and identifies and
reacts to information security threats
and incidents, thereby safeguarding
the
organisation's information systems
and data
Customers' privacy,
data protection and information
security
involve significant financial risks. Significant
risks include cyber
threats against infrastructure
or hardware and resulting repu-
tational damage and potential liability for
damages.
Risk
Widespread
Short, me-
dium
Privacy protection of
consumers
and end-users
Maintaining patient safety,
data protection (cyber attacks
against infrastructure and
hardware)
Actual and potential
negative impact
Widespread
Short
Own operations /
Consumers
and end-users
Customers' privacy,
data protection and information
security
involve significant financial risks. Significant
risks include cyber
threats against infrastructure
or hardware and resulting repu-
tational damage and potential liability for
damages.
Risk
Widespread
Short, me-
dium
Freedom of expression
of consumers
and end-users
Reputational damage and customer satisfaction
Risk
Individual
Medium term
Own operations /
Consumers
and end-users
Pihlajalinna's service principles guide customer service work and
operating
methods for customer encounters.
Pihlajalinna instructs and trains the per-
sonnel in communications in the areas of customer
privacy protection, data
protection and security of services, among others.
Consumers' and end-us-
ers' access to high-qual-
ity information
In conjunction with its personnel, Pihlajalinna produces
and
distributes information about social and
healthcare themes
relevant to society.
However, communication
may not jeop-
ardise the privacy of customers or employees,
data protection
or the security of services.
Actual positive im-
pact
Widespread
Short
Own operations /
Consumers
and end-users
Pihlajalinna instructs and trains the personnel
in communications in the areas
of customer and worker privacy
protection, data protection
and security of
services, among others.
Health and safety of
consumers
and end-users
Pihlajalinna provides customers with health
benefits, society
and employers with savings, access
to care (reducing queues).
Patient safety (physical
patient safety) and positive
impact are
strong.
Actual and potential
positive impact
Widespread
Short
Own operations /
Consumers
and end-users
Pihlajalinna has a comprehensive network
of hospitals and private clinics, re-
mote services along with extensive diagnostic
services. They ensure the quick
availability of services and can help wellbeing
services counties with the re-
duction of queues. Pihlajalinna has enhanced the cooperation
of the data
protection and information security
teams by establishing a regularly conven-
ing cooperation group. Pihlajalinna has
a cyber security development plan in
place that guides the development of information
security and the monitor-
ing of the targets set for it in coming
years.
Pihlajalinna aims for an excellent
customer experience in all of its services.
The systematic collection and
processing of feedback enables
the company to
develop services, processes and operating
models according to the custom-
ers’ wishes. Pihlajalinna uses the Net Promoter
Score (NPS) to measure the
customer experience.
Significant compromise of patient safety
Potential negative
impact
Individual
All
Patient safety-related
risks are managed, among other measures,
by main-
taining the professional skills of the personnel,
fulfilling quality criteria and
ensuring the provision of high-quality services.
Assessed and taken into ac-
count regularly in conjunction with the
risk survey and human rights assess-
ment.
Customers' health, safety and privacy
protection are at the
hear of Pihlajalinna's operations. Patient
safety-related risks
are reputationally damaging and potential
liabilities for dam-
ages.
Risk
Individual
Short, me-
dium
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54
Protection of consum-
ers' and
end-users' children
Maintaining patient safety,
data protection (cyber attacks
against infrastructure and
hardware)
Actual and potential
negative impact
Widespread
Short
Own operations /
Consumers and
end-users
Pihlajalinna has enhanced the cooperation
of the data protection and infor-
mation security teams by establishing a
regularly convening cooperation
group. Pihlajalinna has a cyber security development
plan in place that guides
the development of information security
and the monitoring of the targets
set for it in coming years.
Maintaining patient safety,
data protection (cyber attacks
against infrastructure and
hardware)
Risk
Widespread
Short, me-
dium
Non-discrimination of
consumers and
end-users
Equal treatment of customers
Actual positive im-
pact
Widespread
Short
Own operations /
Consumers and
end-users
Customer equality can be increased by improving
the availability of services
through remote services, even in places
where local services are not availa-
ble.
Non-discrimination of customers is also at
the heart of Pihla-
jalinna’s operations.
The associated reputational damage can
cause significant financial risks, but the reputational
benefit
can also provide opportunities.
Risk and opportunity
Widespread
Short, me-
dium
Access to products and
services
The public service system is in a crisis. Pihlajalinna
provides its
customers, society and employers with
savings through access
to services
Actual positive im-
pact
Widespread
Short
Own operations /
Consumers and
end-users
Provision of diverse services that match
the demand and improving access to
remote services.
Customer-related access to products
and services is also at the
heart of Pihlajalinna’s operations.
The associated reputational
benefit, as well as reputational damage,
can cause both finan-
cial risks and opportunities.
Risk and opportunity
Widespread
Short, me-
dium
Own operations /
Consumers and
end-users
Responsible marketing
The cornerstones of Pihlajalinna’s
marketing and communica-
tions are professionalism, reliability,
truthfulness and up-to-
date medical knowledge.
Actual positive im-
pact
Widespread
Short
Own operations /
Consumers and
end-users
As a provider of social and healthcare services
and a listed company,
Pihla-
jalinna places a high priority on transparent,
timely and reliable stakeholder
communications. The cornerstones
of Pihlajalinna’s marketing
and communi-
cations are professionalism, reliability,
truthfulness and up-to-date medical
knowledge.
Responsible marketing is also at the heart
of Pihlajalinna's op-
erations, and the associated reputational
benefit, as well as
reputational damage, can cause
both significant financial risks
and opportunities.
Risk and opportunity
Widespread
Short, me-
dium
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55
G1 Governance
Sustainability
mat-
ter
Impacts, risks and opportunities (IRO)
Impact
area
Time
hori-
zon
Stage
of
the
value
chain
Management
lever
Corporate culture (busi-
ness ethics)
As a large company,
Pihlajalinna has an opportunity to spur the
entire sector on.
The industry is strongly regulated,
as a result of which the in-
dustry has strong ethical practices in
patient work and pro-
cessing data, for example.
Developing transparent processes
in business operations in
particular, as the formal
governance processes must be in or-
der.
Actual positive im-
pact
Widespread
Short
Upstream value chain,
own operations / Soci-
ety
In its operations, Pihlajalinna complies with
the currently valid
legislation, the orders issued by authorities
and the rules and regulations
concerning listed companies. The principles
applied in the company’s opera-
tions are also documented in the Code of Conduct
and the anti-corruption
and anti-bribery policy. Training
on the Code of Conduct is a mandatory part
of Pihlajalinna's induction training programme.
Supervisors’ capabilities to
address problems are developed through
training. Pihlajalinna has internal
controls in place. Pihlajalinna has a confidential
whistleblowing channel that
can be used for reporting misconduct
and problems in the organisation.
Ethical conduct increases trust among stakeholders.
Different
stakeholders, such as
investors, partners, employees
and cus-
tomers, are of primary importance with
regard to ensuring
profitable business. Trust
can increase the value of the share,
enable access to financing packages on
better terms, improve
the availability of workers,
and enhance customer acquisition
and retention.
Opportunity
Widespread
Short
Political engagement
Pihlajalinna operates strongly in the public
interface and en-
gages in discussions at different
levels. Sharing information
about corporate activities as part of political
decision-making
strengthens the diverse knowledge
capital for decision-makers.
Pihlajalinna has a long tradition of operating
as a partner to
the public healthcare sector.
Actual positive im-
pact
Widespread
Long
Own operations / Soci-
ety
Pihlajalinna actively monitors legislation and
its preparation, as well as politi-
cal dialogue in general. The company
observes ethical policies in political en-
gagement. Pihlajalinna is registered
in the Finnish Transparency
Register to
ensure the transparency of lobbying activities.
The company does not sup-
port political parties or their members.
Political engagement can lead
to a more favourable legislative
framework for private healthcare
organisations and thus gen-
erate economic benefits.
Opportunity
Widespread
Short
Active monitoring of legislation and its preparation
and general political dia-
logue.
Political interaction may involve
a reputational risk.
Risk
Individual
Short
All interaction takes place solely
via the Executive Vice President,
Communi-
cations and Sustainability or with the approval
of the Management Team
and
therefore can be managed and
steered.
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56
Climate change (E1)
EU taxonomy reporting
56
The identification and assessment of material impacts, risks and opportunities (ESRS 2 IRO)
60
Transition plan for climate change mitigation (E1-1)
60
Policies related to climate change mitigation and adaptation (E1-2)
60
Actions and resources in relation to climate change policies (E1-3)
61
Targets related to climate change mitigation and adaptation (E1-4)
61
Energy consumption and mix (E1-5)
61
Gross Scope 1, 2, 3 and Total GHG emissions (E1--6)
62
Template 1: Nuclear and fossil gas related activities
Nuclear energy related activities
1.
The undertaking carries out, funds or has exposures to research, development, demonstration and deployment of innovative
electricity generation facilities that produce energy from nuclear processes with minimal waste from the fuel cycle.
No
2.
The undertaking carries out, funds or has exposures to construction and safe operation of new nuclear installations to produce
electricity or process heat, including for the purposes of district heating or industrial processes such as hydrogen production,
as well as their safety upgrades, using best available technologies.
No
3.
The undertaking carries out, funds or has exposures to safe operation of existing nuclear installations that produce electricity
or process heat, including for the purposes of district heating or industrial processes such as hydrogen production from nu-
clear energy, as well as their safety upgrades.
No
Fossil gas related activities
4.
The undertaking carries out, funds or has exposures to construction or operation of electricity generation facilities that pro-
duce electricity using fossil gaseous fuels.
No
5.
The undertaking carries out, funds or has exposures to construction, refurbishment, and operation of combined heat/cool and
power generation facilities using fossil gaseous fuels.
No
6.
The undertaking carries out, funds or has exposures to construction, refurbishment and operation of heat generation facilities
that produce heat/cool using fossil gaseous fuels.
No
EU taxonomy reporting
The EU taxonomy is a classification system for environmentally sus-
tainable economic activities. The Taxonomy Regulation sets six envi-
ronmental objectives: climate change mitigation, climate change ad-
aptation, sustainable use and protection of water and marine re-
sources, transition to a circular economy, pollution prevention and
control, and protection and restoration of biodiversity and ecosys-
tems. An economic activity that promotes any of these objectives
while doing no significant harm to the other objectives can be consid-
ered environmentally sustainable. Environmentally sustainable pro-
jects should also respect human rights and labour rights.
The scope of Pihlajalinna’s operations covered by the climate regula-
tions is limited to the economic activities that have the greatest need
and potential to substantially contribute to climate change mitigation
and adaptation. The company’s interpretation is that its business ac-
tivities are not within the scope of the classification system, as the
production of social and healthcare services is not among the indus-
tries with the highest emissions. Pihlajalinna has assessed the taxon-
omy eligibility of its economic activities and concluded that the taxon-
omy-eligible share of turnover (totalling EUR 704.4 million), capital
expenditure (totalling EUR 31.1 million) and operating expenditure
(totalling EUR 12.3 million) is 0% for all three. Accordingly, the non-el-
igible share of turnover, capital expenditure and operating expendi-
ture is 100%. Pihlajalinna does not engage in economic activities re-
lating to nuclear power or fossil gases. Information on taxonomy-
aligned activities is presented in the tables below.
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57
Proportion of turnover from products or services associated with Taxonomy-aligned economic activities
REPORT BY THE BOARD OF DIRECTORS
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58
Proportion of CapEx from products or services associated with Taxonomy-aligned economic activities
REPORT BY THE BOARD OF DIRECTORS
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59
Proportion of OpEx from products or services associated with Taxonomy-aligned economic activities
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60
The identification and assessment of material im-
pacts, risks and opportunities
The material climate change impacts, risks and opportunities have
been identified in the double materiality analysis. A description of the
materiality assessment process and criteria is available in section
ESRS 2, under IRO-1: Process to identify and assess material impacts,
risks and opportunities. Pihlajalinna reports on its actions regarding
the material topics identified in the double materiality analysis.
Transition plan for climate change mitigation
(E1-1)
Pihlajalinna has started the preparation of a transition plan during the
reporting year. The transition plan draft was reviewed by the Group
Management Team in late 2024, and it will be submitted to the Board
of Directors to review and approve during the year 2025.
Based on the criteria presented in Commission Delegated Regulation
(EU) 2020/1818 (Article 12), Pihlajalinna is not excluded from the EU
Paris Agreement benchmarks.
Policies related to climate change mitigation and
adaptation (E1-2)
E1
Connections
between
policies
and
targets
related
to
climate
change
adaptation
and
mitigation
Sustainability
matter
Impacts, risks and opportunities (IRO)
Policy
Target
Metric
Climate change adapta-
tion
GHG emissions from own operations
The emissions from Pihlajalinna's own operations
are caused by busi-
ness, business travel and energy consumption
of facilities, among oth-
ers. The emissions generated have
an actual negative impact on envi-
ronment.
Actual negative im-
pact
Environmental policy
Risk management pol-
icy
Quality policy
The targets will be published during 2025 once
the climate road map
is complete.
Emissions
Climate change mitiga-
tion
GHG emissions caused by customers'
travel and procurement
Actual negative im-
pact
Environmental policy
Risk management pol-
icy
Quality policy
More detailed targets will be published
during 2025 once the climate
road map is complete. The aim is to strengthen
the assessment of
the need for care and remote services
to reduce emissions from cus-
tomer travel.
In addition, the aim is to develop dialogue with stakeholders
and cre-
ate targets and measures with supplier
partners to reduce emissions
from procurement.
Emissions caused by cus-
tomer travel. Scope 3
emissions from procure-
ment.
The scope of the measures is the entire value
chain. The operating area of own operations
is Finland (no other geographical areas).
The base year is 2024, and the baseline values are
the values for 2024. Result analysis and
justifications: All results for
2024 are aligned with the achievement of the
planned annual target and long-term target.
The targets or metrics have
not been validated by a third party.
With regard to all future
measures, the time horizon is future
financial years, or the measures are
continuous.
The policies described below guide Pihlajalinna's activities to manage
and assess material impacts and opportunities related to climate
change adaptation and mitigation. The policies cover the following
matters: climate change mitigation and climate change adaptation.
The following policies cover impacts related to GHG emissions, cli-
mate change mitigation and adaptation in own activities and up-
stream and downstream value chain. The policies are applied to all
Pihlajalinna workers and business throughout the value chain, and
they must be complied with in all Pihlajalinna locations and operating
countries. The policies are available on Pihlajalinna's website and in-
tranet.
Environmental policy
Pihlajalinna Group's environmental policy compiles the policies for
environmental management and practices, such as identifying the en-
vironmental impacts of Pihlajalinna’s operations and the continuous
development of operations. Pihlajalinna’s environmental policy lays
out Pihlajalinna’s commitment to environmental work and guides de-
cision-making. Pihlajalinna’s private healthcare services, i.e. occupa-
tional health services and private clinics, and hospitals, are certified
under the ISO 14001 environmental management standard. Activities
are based on the ISO 14001 environmental management framework.
As part of Pihlajalinna’s joint management system, it establishes con-
sistent operating practices for the company. The impacts related to
climate change mitigation and adaptation are assessed in accordance
with the environmental policy. The environmental policy is also taken
into account in procurement agreements and supplier selection,
which is an important lever for Pihlajalinna for mitigating its negative
impacts. Systematic environmental management compliant with the
environmental policy ensures progress towards targets and is there-
fore also aligned with the targets of the climate road map. The Qual-
ity Director is the highest body responsible for implementation.
As part of the monitoring process, the Chief Legal Officer, in coopera-
tion with the Quality Director, maintains a list of acts and regulations
concerning Pihlajalinna's environmental perspectives. Environmental
perspectives are reviewed once a year by the respective person in
charge. The private clinic and hospital service locations have desig-
nated persons responsible for environmental affairs. They ensure that
environmental perspectives are taken into account in the unit’s oper-
ations and monitor the implementation of the environmental pro-
gramme. They meet once a month with external waste management
experts to review and develop location-specific environmental plans
and guidelines. Binding obligations are taken into account in different
activities so that there is a sufficient number of skilled personnel, ap-
propriate facilities, equipment and functional information systems
and a high level of information security. The personnel are required
to comply with binding obligations. Compliance with binding obliga-
tions is monitored at different levels and with different methods.
Pihlajalinna's private clinics are supervised by both Valvira and Re-
gional State Administrative Agencies. At Pihlajalinna, compliance with
binding obligations is monitored through audits, quality management,
feedback, incident reports and self-monitoring, for instance.
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61
Risk Management Policy and Quality Policy
In addition, climate change impacts, risks and opportunities have
been taken into account in operations subject to Pihlajalinna's Risk
Management Policy and Quality Policy. The Risk Management Policy
is described in more detail in section G1-1: Business conduct policies
and corporate culture. The Quality Policy is described in section S4-1:
Management of material topics and policies. The Risk Management
Policy and Quality Policy monitoring processes and sustainability top-
ics related to each policy are described in the policy table in section
G1.
Actions and resources in relation to climate
change policies (E1-3)
Measures taken during the reporting year 2024 included preparing
the climate road map draft and surveying the impacts of operations,
such as by further specifying emissions accounting. The setting of
emission reduction targets and measures has been started, and they
will be approved during 2025. The effectiveness of the measures can-
not be assessed yet.
As part of the preparation work, Pihlajalinna has planned possible
measures with which emissions will be reduced. The healthcare sec-
tor consumes energy and resources from the procurement and prop-
erty perspectives, but the carbon footprint can be reduced by reduc-
ing energy consumption, using renewable energy and optimising op-
erations. The use of digital services, such as remote services and elec-
tronic communications, reduce travel and thereby emissions. Cus-
tomer guidance in using remote services, for instance, has also been
taken into account in the future climate road map. Below is a list of
possible measures aimed to reduce emissions in future reporting pe-
riods:
Most important possible measures: procurement
1.
The commitment of the biggest suppliers to climate tar-
gets. Climate criteria for procurement and training those
carrying out procurement in taking climate criteria into ac-
count.
2.
Encouraging partners to shift away from fossil industry.
3.
Extending the service lives of equipment, more effective
use of repair services.
Most important possible measures: travel
1.
Further increasing the capacity utilisation rate of remote
appointments
2.
Supporting low-emission commuting
3.
Leased vehicles to run on renewable electricity, where
possible.
Most important possible measures: properties
1.
Climate criteria used in new property agreements and fol-
low-up agreements.
2.
Energy overhauls, especially in connection with renova-
tions.
3.
Requiring or encouraging renewable energy in leased
properties.
Energy consumption and mix (E1-5)
Energy consumption and mix
2024
Total renewable
energyconsumption (MWh)
34,473
Share of renewable sources in total energy
consumption,
%
73%
Energy consumption from biomass (MWh)
13,612
Share of purchased energy (MWh)
34,473
Share of self-generated energy
(MWh)
0
Total fossil energyconsumption
(MWh)
12,692
Share of fossil sources in total energy consumption
%
27%
Share of purchased energy
12,692
Share of self-generated energy
(MWh)
0
Nuclear energy (MWh)
0
Share of nuclearenergy in energy consumption
%
0%
Total energy consumption(MWh)
47,165
The information is calculated market
-based. The base year data includes vehi-
cles. The data for 2024 only includes energy in properties,
not vehicles.
Pihlajalinna's future climate road map and action plan are not de-
pendent on external financing. The requirements for financial re-
sources will be calculated during 2025. The cost of the measures re-
quired by implementing Pihlajalinna's action plan for properties and
the cost impacts of measures to reduce emissions from procure-ment
will be estimated during 2025. Therefore, Pihlajalinna has not yet as-
sessed the amount of OpEx and CapEx in more detail.
Targets
related to climate change mitigation and
adaptation (E1-4)
Objectives pursuant to the requirements of the standard have not yet
been drafted for sustainability matters, but they will be prepared in
2025. Sustainability matters and the implementation of the related
policies and targets and the effectiveness of measures will be moni-
tored once the emission reduction targets and measures have been
set. The preparation of emission reduction targets has been started,
and the aim is for the Board of Directors to approve them during
2025. The proposed targets or metrics have not been verified by a
third party. With regard to all future measures, the time horizon is fu-
ture financial years, or the measures are continuous.
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| SUSTAINABILITY STATEMENT
62
GHG emissions
(tCO2eq)
2024
Scope 1 emissions
446.09
Scope 2 emissions
Location-based emissions
2,841.64
Market-based emissions
1,899.38
Scope 3
27,769.23
1. Purchased goods and services
18 049,31
3. Fuel and energy-related activities
1,093.15
4. Upstream transportation and
distribution
39.45
5. Waste generated
in operations
12.3
6. Business travelling
772.98
7. Employee commuting
4 617,95
9. Downstream transportation
3,115.89
13. Downstream leased assets
68.21
Total GHG emissions
Location-based emissions
31 433,88
Market-based emissions
30,114.71
Gross Scope 1, 2, 3 and Total GHG emissions (E1-6)
Biogenic GHG emissions
(tCO2eq)
2024
Scope 1
0
Scope 2
2 523,00
Scope 3
55,66
Emissions intensity per net revenue
(tCO2eq / MEUR)
2024
Location-based based on emissions
44.6
Market-based based on emissions
42.8
Net revenue used for calculating intensity
(MEUR)
704.4
Revenue (other)
0.0
Total revenue
(in financial statements)
704.4
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| SUSTAINABILITY STATEMENT
63
GHG emission accounting policies
Pihlajalinna's energy and greenhouse gas calculations and measure-
ment are based on the GHG Protocol Corporate Standard (version
2004) and GHG Protocol Corporate Value Chain (Scope 3) Accounting
and Reporting Standard (version 2011). The consolidation method for
the preparation of the data for the metrics is operational control. The
data was collected from various systems and consolidated at the
Group level. The data was validated by the respective persons in
charge and input in a joint data collection platform. The emissions
were calculated by linking the source data with emission factors.
The base year of Pihlajalinna's GHG emissions accounting is 2023,
which is the first representative year for which a GHG inventory re-
port was prepared. The base year was re-calculated in 2025, as the
data collection methods developed and the coverage of input data
improved in conjunction with the accounting for 2024. However, the
accounting data for the base year has not been published in this sus-
tainability statement due to the lack of validation; instead, it will be
published in conjunction with the next reporting period. No methodo-
logical changes took place in the reporting between the base year and
this report.
The analysis includes the following greenhouse gases: carbon dioxide
(CO2), methane (CH4), nitrous oxide (N2O), sulphur hexafluoride
(SF6), nitrogen trifluoride (NF3), hydrofluorocarbons (HFCs) and per-
fluorocarbons (PFCs).
The emissions of these greenhouse gases are expressed as CO2 equiv-
alent (CO2eq), which is based on their global warming potential on a
100-year time horizon (GWP100). The global warming potential
(GWP) values of greenhouse gases are based on the fourth, fifth or
sixth Assessment Report (AR4, AR5 or AR6) of the Intergovernmental
Panel on Climate Change (IPCC) according to the methodological
choices of the emission factor publishers used in the accounting.
The emission factors of aviation have been expanded so as to take
the radiative forcing impact caused by the emitted gases and aerosols
and additional impacts caused by changing cloud cover into account.
A centrally estimated factor applied to the GWP100 value is used for
this purpose. The aim of this assessment is to take into account the
additional impact based on best available scientific evidence while
being consistent with the UNFCCC convention. The total emissions in
this report include emissions from electricity according to both the
market-based and location-based methods.
There are no carbon offsets or removals, and therefore they are not
deducted from the total.
A local emission factor that is as relevant as possible has been chosen
for each activity using best judgement. In addition to locality and rele-
vance, other perspectives included the availability of emission factors
and the consistency of the choice of emission factor publisher
throughout the document.
Scope 1 and 2 accounting used Exiobase, DEFRA and AIB emission fac-
tors from the Carbon+Alt+Delete emission factor database. For dis-
trict heating, the most recent nominal emission factors of district
heating companies were used for all sites. In addition, Scope 1 ac-
counting used direct emission data from partners' reports. Scope 3
accounting used Exiobase, EcoInvent and DEFRA emission factors
from the Carbon+Alt+Delete emission factor database and Finnish En-
vironment Institute and Statistics Finland emission factors. The ac-
counting also used Posti and VR emission factors. The most recent
nominal emission factors from AIB, DEFRA, IEA and district heating
companies were used in calculating the life cycle impacts of energy
generation. In addition, emission data provided by partners was used,
where possible.
The difference between market-based and location-based Scope 2
emissions and the difference between market-based and location-
based total emissions is due to the life cycle emissions of purchased
energy (category 3.3), which have also been calculated based on mar-
ket and location. Other Scope 3 emissions have been calculated based
on location according to the GHG protocol guidelines.
The accounting data was collected with the maximum extensiveness
and coverage within the resources available. Shortcomings were ob-
served in the data collection systems with regard to properties and
procurement in particular and therefore estimates made based on
the previous year and the spend-based calculation method were used
in the accounting.
Pihlajalinna has excluded the following categories from its GHG ac-
counting for the reporting year 2024, because they are not relevant
to Pihlajalinna's activities or the emission data is included in other
categories.
3.1.1 Cloud computing and data centre services
3.2 Capital goods
3.8 Upstream leased assets
3.10 Processing of sold products
3.11. Use of sold products
3.12 End-of-life treatment of sold products
3.14 Franchising
3.15 Investments
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
64
Own workforce
(S1)
The identification and assessment of material impacts, risks and opportunities
64
Material impacts, risks and opportunities related to Pihlajalinna's own personnel and their management (SBM-3)
64
Management of material topics and policies (S1-1)
66
Engaging with own workforce (S1-2)
66
Processes to remediate negative impacts and channels for own workers to raise concerns (S1-3)
67
Actions (S1-4, S1-5)
68
Characteristics of the undertaking’s employees (S1-6)
76
Diversity metrics (S1-9)
77
Adequate wages (S1-10)
77
Health and safety metrics (S1-14)
77
Compensation metrics (S1-16)
77
Incidents, complaints and severe human rights impacts (S1-17)
78
Identification and assessment of material im-
pacts, risks and opportunities
The material impacts, risks and opportunities related to the com-
pany’s own workforce have been identified in the double materiality
analysis described in section ESRS2 under IRO-1: Process to identify
and assess material impacts, risks and opportunities. Pihlajalinna re-
ports on its activities in the areas identified as material in the double
materiality analysis.
Material impacts, risks and opportunities related
to Pihlajalinna's own personnel and their man-
agement (SBM-3)
A description of the material impacts, risks and opportunities and
their interaction with the strategy and business model is presented in
section ESRS2, under SBM-3: Material sustainability topics in Pihla-
jalinna's activities and their link with the strategy.
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65
S1 Links between policies related to own workforce and targets
Sustainability
matter
Impacts, risks and opportunities (IRO)
Stability of employment relationships
in own
workforce
Pihlajalinna offers stable employment
relationships and the possibility of exercising
a profession
Actual positive impact
From the employer’s point of view,
the opportunities are major: attractiveness
and retention as an employer,
work motivation, length of careers,
coping at
work, productivity, supervisory
work and leadership.
Opportunity
Ensuring the working conditions and wellbeing of
personnel as well as health and safety
is also significant from the perspective
of financial risks and opportuni-
ties. Stress or an accident can result in long
sickness absences, and offering competitive
pay can affect short-term profitability.
Risk
Working hours of own workforce
Night work puts a strain on the personnel
Actual negative impact
From the employer’s point of view,
the opportunities are major: attractiveness
and retention as an employer,
work motivation, length of careers,
coping at
work, productivity, supervisory
work and leadership.
Opportunity
Ensuring the working conditions and wellbeing of
personnel as well as health and safety
is also significant from the perspective
of financial risks and opportuni-
ties. Stress or an accident can result in long
sickness absences, and offering competitive
pay can affect short-term profitability.
Risk
Adequate wages for own
workforce
From the employer’s point of view,
the opportunities are major: attractiveness
and retention as an employer,
work motivation, length of careers,
coping at
work and productivity. A positive
employer image and reputation also
provide financial benefits.
Opportunity
Wage increases can increase
costs, affecting short-term profitability.
Risk
Gender equality and equal pay for equal
work
among own workforce
The remuneration of the personnel
is based on the competence of each
employee and adherence to the principles of
equal treatment. In jobs covered
by
collective agreements, remuneration
is based on the wage categories stipulated
by the applicable agreement. Remuneration
also takes into account
job-spe-
cific responsibility premiums, years of experience
and the job location’s
cost of living category.
Gender is not a factor in remuneration
under any circum-
stances. The remuneration of senior
salaried employees is determined by
the demands of the job and the individual’s
competence, experience, performance
and results.
Actual positive impact
Work-life balance of own
workforce
Attractiveness and retaining
capacity as an employer,
increasing work motivation and the length
of careers, rehabilitative and
flexible operations that take
into
account the life cycle stages and
support the employee also provide financial
opportunities, employer reputation
as a responsible party.
Opportunity
Sickness absences due to stress or an accident
Risk
Health and safety of own workforce
Psychological safety,
mental health challenges
Actual negative impact
Work-related injuries
Potential negative impact
As an expert in the field, Pihlajalinna has the potential
to offer its personnel premium
healthcare
Actual positive impact
Sickness absences due to stress or an accident
Risk
Attractiveness and retaining
capacity as an employer,
increasing work motivation and the length
of careers, rehabilitative and
flexible operations that take
into
account the life cycle stages and
support the employee also provide financial
opportunities, employer reputation as
a responsible party.
Opportunity
Measures against violence and harassment
in
the workplace in own workforce
Pihlajalinna applies an operating model aimed at
the prevention of inappropriate
conduct. Accordingly,
all forms of harassment or inappropriate
treatment of
employees are prohibited. Supervisors
are under an obligation to address
inappropriate conduct or harassment
immediately after
being informed of the issue.
Actual positive impact
Training and skills development
of own work-
force
Pihlajalinna provides its personnel with equal
opportunities for training and competence
development
Actual positive impact
Equal treatment and the development
of competence and skills are also
significant from the point of view
of financial risks and opportunities.
Attractiveness
and retaining capacity as an employer,
increasing work motivation and
the length of careers, equal, competence
-building activities also provide financial op-
portunities.
Opportunity
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66
Management of material topics and policies
(S1-1)
A description of Pihlajalinna’s management system and key policies
can be found in section ESRS 2, under GOV-1: The role of senior man-
agement in sustainability management. Information on the key poli-
cies can be found in the policy table in section G1.
In its human rights commitment, Pihlajalinna is committed to respect-
ing the human rights of its own workforce and to complying with the
following international principles for managing the impacts, risks and
opportunities concerning its own workforce: UN Universal Declara-
tion of Human Rights, International Labour Organization (ILO) Decla-
ration on Fundamental Principles and Rights at Work, UN Guiding
Principles on Business and Human Rights and OECD Guidelines for
Multinational Enterprises. Pihlajalinna is committed to the UN Global
Compact initiative and respects internationally recognised principles
of human rights and equality. Pihlajalinna’s human rights assessment
is reviewed every two years by the Group’s sustainability working
group. The assessment is available on the company’s website.
Pihlajalinna's Code of Conduct guides the activities of everyone at
Pihlajalinna. The Code of Conduct describes the way the Group oper-
ates, based on the principles of good corporate governance, legal
compliance, transparency, fairness and confidentiality. Each
Pihla-
jalinna professional is responsible for knowing the Code of Conduct
and complying with the Code in their work. Every Pihlajalinna em-
ployee must complete mandatory training on the Code of Conduct
and commit to complying with the Code, which also entails respecting
human rights. The Group Management Team is in charge of preparing
the Code of Conduct and the acting management is in charge of de-
ploying the Code throughout the organisation.
The follow-up is car-
ried out actively and workers are personally reminded of the obliga-
tion to complete training.
In addition to the Code of Conduct, daily work is guided by the more
detailed instructions and policies available in the intranet and on our
website.
Pihlajalinna is committed to promoting the diversity, equity and inclu-
sion of its own workforce by e.g. signing the national FIBS diversity
commitment. Pihlajalinna does not condone discrimination based on
a person's origin, nationality, religious beliefs, ethnicity, gender,
age
or any other such factor.
Engaging with own workforce (S1-2)
Pihlajalinna regularly listens to its personnel. The regular personnel
survey (Pihliksen pulssi) and the DEI survey on diversity, equity and
inclusion help to monitor the impacts of actions and observe poten-
tial areas for development. The Group's extensive personnel survey,
Pihliksen pulssi, is conducted twice a year. The survey is an important
tool for assessing, monitoring and developing the state and practices
of the work community, as well as for dialogue between personnel
and supervisors. The Pihliksen pulssi survey is supplemented by
lighter mini-pulse surveys carried out at regular intervals. The results
of the Pulse are used both for Group-level decision-making and devel-
opment as well as team-specifically. Group-level results and their use
is communicated to the personnel in Kimpassa meetings and person-
nel information sessions. The results of the pulse surveys are dis-
cussed and used in the team’s performance and development discus-
sion. Pihlajalinna has also used the open-ended feedback from the
personnel survey as part of planning for the coming strategy period.
In addition to the pulse survey, the views and opinions of the com-
pany among practitioners who work for Pihlajalinna are monitored by
means of regular practitioner evenings.
Pihlajalinna respects its employees’ right to unionisation and devel-
ops cooperation based on trust and openness with employee repre-
sentatives. Pihlajalinna is a member of the Finnish Association of Pri-
vate Care Providers (HALI) and, based on its membership, obliged to
comply with universally binding collective agreements, namely the
collective agreement for the healthcare services sector and the col-
lective agreement for the private social services sector.
To promote interactive cooperation between
Pihlajalinna and its per-
sonnel, Pihlajalinna engages in Kimpassa ("Together") activities. It is a
cooperative organisation spanning the entire Group. The Kimpassa
cooperation organisation meets twice a year, in spring and autumn.
The people involved in the activities include Kimpassa representatives
selected by employees, shop stewards and the occupational safety
and health organisation. The aim of the activities is to develop Pihla-
jalinna’s equity, dialogue and trust between management and per-
sonnel and to meet the requirements set out in the Act on Co-opera-
tion within Undertakings. The meeting memos of the meetings are
kept for everyone to see on the intranet.
Everyone at Pihlajalinna is responsible for monitoring wellbeing at
work and working conditions, ensuring safety and addressing prob-
lems. The working conditions of the personnel are monitored contin-
uously and reported regularly to the business and Group manage-
ment. Pihlajalinna also actively cooperates with the occupational
safety and health organisation. Pihlajalinna’s regional and company-
specific occupational safety and health cooperation groups meet reg-
ularly four times a year and discuss occupational safety and health
matters in accordance with a uniform agenda. The key task of the co-
operation groups is to ensure safe, healthy and fair working condi-
tions and to promote the implementation of the occupational safety
and health action programme. The cooperation group also discusses
other matters covered by the Act on Co-operation within Undertak-
ings with personnel representatives. The cooperation group includes
the occupational safety and health delegate, regional shop steward,
occupational safety manager, HR manager and the regional director
or CEO as the chair. If necessary, a representative
of occupational
healthcare, for example, can also be invited to the meeting. The per-
sonnel in the workplace are kept up to date on occupational safety
and health cooperation, and the meeting memos are kept available to
everyone on the intranet.
Pihlajalinna’s CEO, Executive Vice President, Communications and
Sustainability, and Executive Vice President, People and Culture meet
with the chief shop stewards on a quarterly basis. The HR directors of
the businesses engage in regular dialogue with the chief shop stew-
ards of the Group on a monthly basis. In addition, HR managers and
regional shop stewards meet at least once a quarter. Pihlajalinna
Group’s HR administration has operational responsibility for ensuring
that cooperation is carried out in accordance with legislation and that
the decisions and actions are influenced by the perspectives of the
personnel.
In addition, the personnel are encouraged to engage in active dia-
logue with supervisors or shop stewards in order to identify potential
negative impacts and take corrective measures. Pihlajalinna has a re-
porting system for personnel to report any occupational safety devia-
tions they observe and their grievances.
Pihlajalinna has identified and assessed its human rights impacts in
accordance with its duty of due diligence, covering its own personnel
and customers. In addition, Pihlajalinna has carried out a preliminary
assessment on employees in its value chain, and this work will con-
tinue in order to achieve a more comprehensive understanding. In ac-
cordance with the duty of due diligence, practices and operating
methods are continuously developed so that respect for human rights
is taken into account in all operations.
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| SUSTAINABILITY STATEMENT
67
Pihlajalinna has identified the need to develop its internal reporting
channels and has taken measures to ensure that, in the coming years,
even better information will be obtained from the perspective of em-
ployees who may be particularly vulnerable to potential negative hu-
man rights impacts. Since autumn 2024, the experience and perspec-
tive of young employees has been surveyed as part of Pihlajalinna’s
extensive personnel survey. Processes that follow the duty of due dili-
gence aim to avoid, prevent and mitigate potential and actual adverse
human rights impacts.
Processes to remediate negative impacts and
channels for own workers to raise concerns (S1-3)
Processes to remediate negative impacts
Pihlajalinna takes action on all observations of potential human rights
violations and illegal activities in respect of values and agreements,
regardless of whether the human rights violations have been commit-
ted by a person belonging to its own or the value chain’s workforce,
affected communities or consumers and end-users. Clear processes
help to handle matters systematically so that human rights violations
can be addressed and corrective measures can be taken immediately.
Targeted measures to minimise and prevent negative impacts are de-
fined for all the most critical potential and actual human rights im-
pacts.
Each Pihlajalinna professional is responsible for reporting any sus-
pected breaches of legislation or infringement of Pihlajalinna’s Code
of Conduct without delay. The supervisors must process any suspi-
cions they have become aware of in an appropriate manner and take
appropriate corrective action. The supervisors must treat all parties
involved in a respectful manner and ensure that the employee does
not suffer any negative consequences as a result of reporting their
suspicion, as well as report any incidents or suspicions to the Group's
legal department. Pihlajalinna also has a confidential whistleblowing
channel.
Pihlajalinna has an occupational safety and health action plan based
on risk assessments. The action plan sets out responsibilities and per-
formance indicators related to occupational safety. Drafting
an occu-
pational safety and health action plan is a legal requirement, and the
action plan is reviewed annually. In accordance with the occupational
safety and health action programme, the objective of occupational
safety and health is to ensure healthy, safe and fair working condi-
tions for everyone working at Pihlajalinna, to support measures to
maintain work ability and to encourage everyone to contribute to fos-
tering a good working atmosphere and an open flow of information.
Pihlajalinna’s local occupational safety and health committees also
prepare local action plans and set local occupational safety targets.
Monitoring the working conditions and ensuring safety is every em-
ployee’s responsibility. Pihlajalinna's operating principle for prevent-
ing occupational accidents is to identify and assess the hazards that
cause accidents and to eliminate or manage the risks. Pihlajalinna
uses the HSE Lite electronic system for occupational safety manage-
ment and development. Written documentation of the operating
principles will be completed during the upcoming financial year. The
personnel must report any occupational safety deviations they ob-
serve with HSE Lite reporting system. This is a proactive occupational
safety tool that Fennia offers to its occupational accident insurance
customers to develop occupational safety. The tool is available to
everyone at Pihlajalinna and reports can be submitted via an open
link or QR code. The reporter’s supervisor is primarily responsible for
processing safety observation reports. The reporter will be informed
by email of the progress of processing and the corrective measures
taken. Safety observations are discussed in a team meeting headed
by the supervisor. The effectiveness of corrective actions is assessed
on a case-by-case basis. In addition to safety observation reports, the
system is also used for risk assessments and recording work-related
accidents.
Channel for bringing up grievances or needs
Pihlajalinna's confidential whistleblowing channel can be used for re-
porting misconduct and problems in the organisation. The whistle-
blowing channel is implemented in partnership with a neutral third
party to ensure that the anonymity of the person who submits the re-
port is maintained. A more detailed description of the whistleblowing
channel policies concerning the protection of persons using struc-
tures and processes from countermeasures can be found in section
G1, under Mechanisms for identifying, reporting and investigating
concerns.
The whistleblowing channel is available on Pihlajalinna’s in-
tranet and website in Finnish, Swedish and English, and its function-
ing will be regularly communicated to the personnel and stakehold-
ers.
Induction training on the cooperation organisation, incident and re-
porting channels and the personnel survey is part of Pihlajalinna’s
group-level general induction training for all Pihlajalinna employees.
The supervisor is responsible for the implementation of the induction
training. The personnel’s awareness and confidence in the process of
reporting grievances is assessed as part of the self-monitoring survey.
Working conditions, equal treatment and equal opportunities
for all
Pihlajalinna respects its employees’ right to unionisation and devel-
ops cooperation based on trust and openness with employee repre-
sentatives. Pihlajalinna’s Kimpassa cooperation organisation covers
the entire Group and empowers employees to exercise influence on
their jobs and working environments.
Work-life balance of personnel, personnel health and safety,
personnel working hours
The purpose of occupational safety and health cooperation is to en-
sure compliance with occupational safety and health regulations and
to improve the working environment and working conditions through
the regulatory control of occupational safety and health authorities
and cooperation between the employer and employees. The Group’s
cooperation groups meet regularly four times a year and discuss oc-
cupational safety and health matters in accordance with a uniform
agenda.
In accordance with its duty of due diligence, Pihlajalinna has identi-
fied that, as a significant health and social care operator, it has poten-
tial and actual impacts on human rights and their realisation, both di-
rectly and indirectly through its value chain. In 2024, Pihlajalinna con-
vened a multidisciplinary working group to assess Pihlajalinna’s po-
tential and actual impacts on human rights. Through these stake-
holder discussions, Pihlajalinna has identified, for example, that
young employees are in a vulnerable position.
Pihlajalinna has policies concerning its own workforce that promote
the inclusion of the workforce and positive behaviour, particularly
with regard to vulnerable groups. Young employees have been partic-
ularly taken into account in Pihlajalinna’s induction programme.
Pihlajalinna's induction training coaching for supervisors describes
concrete ways for supervisors to support new employees and
strengthen the resources of young people at the beginning of their
careers. Supervisors have also been provided with training on sup-
porting young people’s mental health.
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68
Measures (S1-4, S1-5)
The scope of the measures for material impacts related to the risks
and opportunities related to the own workforce is the own personnel
and own operations in Finland (the Group has no other geographical
areas). The financial resources allocated to all current and planned
measures are personnel resources. For all measures, the time horizon
is future financial years (2025–2026) or the measures are continuous.
With regard to the measures, Pihlajalinna has not identified any nega-
tive impacts on its own workforce caused by the transition to a
greener and climate-neutral economy.
Positive impacts
Material positive impacts are related to the stability of employment
relationships of our own workforce, adequate wages, health and
safety, gender equality and equal pay for equal work among our own
workforce, training and skills development of our own workforce and
measures to prevent violence and harassment in the workplace in the
workforce.
During the past year, Pihlajalinna’s HR department has harmonised
several employment-related practices and processes. In the coming
financial years, Pihlajalinna’s HR will continue the ongoing work of
identifying and harmonising areas for development of personnel pro-
cesses. Pihlajalinna considers that managing people’s wellbeing is not
a separate activity, but wellbeing is part of all management. Pihla-
jalinna has continued the development of work ability themes that
began in 2023. The work has been promoted in cooperation with oc-
cupational healthcare and employment pension insurance compa-
nies. In the coming financial years, Pihlajalinna’s HR will, in coopera-
tion with occupational healthcare, clarify processes related to work
ability and occupational healthcare cooperation to make them even
smoother and more consistent at Group level. In order to support the
efforts promoting the health and safety of the company’s own work-
force, Pihlajalinna’s wellbeing at work team’s resources were
strengthened with the appointment of a new occupational safety and
health manager in autumn 2024.
Employment stability
Pihlajalinna offers stable employment relationships and the possibil-
ity of exercising a profession. During the year under review, Pihla-
jalinna has been building up a uniform recruitment process. With
joint recruitment, a new recruitment organisation and processes have
been created, recruitment practices have been harmonised and the
resources of recruitment services have been strengthened. The effec-
tiveness of the measures is monitored and assessed by Pihlajalinna’s
recruitment steering group. The development of joint recruitment ac-
tivity will continue in the coming financial years.
Adequate wages
At Pihlajalinna, the remuneration of workers is based on the demand-
ing nature of each worker’s work, competence, performance at work
and compliance with the principles of equal treatment. Pihlajalinna
recognises and rewards exemplary action and significant achieve-
ments. Pihlajalinna also offers personnel benefits to support the well-
being and job satisfaction of personnel. Adequate wage can reduce fi-
nancial pressure and improve the wellbeing of employees and in-
crease social equality. Pihlajalinna carried out a wage survey in ac-
cordance with the equality and non-discrimination plan and a job
grading workers with contractual salary in 2024. In addition, Pihla-
jalinna has invested in building remuneration as a whole. Remunera-
tion measures apply to employees. The aim is to meet the require-
ments of the upcoming EU Wage Transparency Directive and to bring
transparency to job grades. The impacts of the measures are assessed
as part of the wage survey and in regular dialogue with shop stew-
ards. Pihlajalinna will continue to operate in accordance with the
wage harmonisation plans and develop remuneration as a whole.
Training and skills development of workforce
Pihlajalinna provides its personnel with equal opportunities for train-
ing and competence development. Successful induction training sup-
ports the wellbeing of personnel. An independent general induction
training course has been published in Pihlajalinna’s online learning
environment, providing a good general understanding of Pihlajalinna
as a company, basic knowledge and understanding of work-related
rights and responsibilities, and how Pihlajalinna as an employer sup-
ports
the wellbeing and development of personnel. The development
of Pihlajalinna’s induction training will continue in the coming finan-
cial years.
In addition to strengthening the professional competence of person-
nel, Pihlajalinna will offer diverse, targeted training on topics such as
diversity, living in change and modern work to its personnel in 2025.
In addition, supervisors will be offered themed training courses re-
lated to work ability management, change management, giving feed-
back and employment relationship skills, among other things, during
the coming year. Pihlajalinna uses internal expertise, external stake-
holders and partners in the planning and implementation of training.
The aim is for everyone at Pihlajalinna to have the necessary compe-
tence to achieve the goals and the opportunity to develop and main-
tain their own professional competence. Pihlajalinna regularly as-
sesses the effectiveness of the measures in the light of the objectives
set for competence management.
Gender equality and equal pay for equal work among own work-
force
Pihlajalinna has an equality and non-discrimination plan to produce
positive impacts for the company’s personnel. In 2024, Pihlajalinna
developed remuneration as a whole, built a due diligence process
concerning human rights and created a programme promoting diver-
sity, equity and inclusion for the years 2025–2026.
In accordance with the equality and non-discrimination plan, Pihla-
jalinna focuses in particular on the development of equal pay and re-
cruitment as well as work-life balance, strengthening a corporate cul-
ture in line with values and strengthening the competence of its per-
sonnel in terms of equality and non-discrimination. This development
work will define Pihlajalinna’s work community principles, promote
Pihlajalinna’s DEI programme, update Pihlajalinna’s current instruc-
tions and operating models for managing harassment and inappropri-
ate treatment and prepare for compliance with the Wage Transpar-
ency Directive. The work is led by Pihlajalinna’s HR, and internal
stakeholders are involved in the work.
At Pihlajalinna, the equality and non-discrimination situation is moni-
tored and assessed regularly through personnel surveys. In addition,
data is collected on the positioning of women and men in different
personnel groups and positions, for instance. In connection with the
update of the plan, the achievement of the goals set for equality and
non-discrimination work will be reported to the Group’s management
and personnel. Group HR is responsible for monitoring, assessing and
reporting on the implementation of equality and non-discrimination.
Measures against violence and harassment at the workplace
Pihlajalinna applies an operating model aimed at the prevention of in-
appropriate conduct. Accordingly, all forms of harassment or inappro-
priate treatment of employees are prohibited. Supervisors are under
an obligation to address inappropriate conduct or harassment imme-
diately after being informed of the issue. Pihlajalinna cooperates
closely with the occupational accident insurance company in the pre-
vention of work-related accidents and the prevention of violence and
harassment at the workplace. To support the development of occupa-
tional safety, the new position of occupational safety and health man-
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69
ager was established in autumn 2024. During the past year, Pihla-
jalinna has strengthened supervisors’ occupational safety manage-
ment skills through targeted online training courses and increased
communications related to the topic. The goal of occupational safety
and health work is to ensure healthy, safe and fair working conditions
for everyone at Pihlajalinna. The impacts are assessed through Pihla-
jalinna’s occupational safety and health targets and metrics. During
the next financial year, Pihlajalinna’s operating model for preparing
for and preventing the threat of violence will be updated.
Pihlajalinna also strives to improve the personnel’s wellbeing at work
through high-quality supervisory work. Pihlajalinna has invested in
the development of management, and as a result of this work, Pihla-
jalinna’s leadership principles were defined and launched. Pihla-
jalinna’s leadership principles describe what kind of leadership is
aimed for and valued at Pihlajalinna. The leadership principles were
defined in cooperation with the personnel. The impacts of the
measures are assessed as part of the annual extensive personnel sur-
vey and work ability management metrics. The assessment of psycho-
social stress is carried out in cooperation with supervisors and Group
HR’s occupational safety and health department. The assessment of
psychosocial workload factors is part of the workplace survey carried
out by occupational healthcare.
Effectiveness of measures
Pihlajalinna monitors and assesses the effectiveness of the measures
in accordance with the operating principle of continuous develop-
ment. Once a year, Pihlajalinna conducts an extensive Pihliksen pulssi
personnel survey, supplemented by more frequent pulse surveys
throughout the year. The purpose of the extensive personnel survey
is to measure and monitor the implementation of Pihlajalinna’s man-
agement principles, the functionality of the work community, the
wellbeing at work of personnel and cohesion. The Pihliksen pulssi sur-
vey helps to monitor the effects of the measures taken and to ob-
serve potential areas for development. Smaller pulse surveys monitor
the development of the employee experience and the work ability in-
dex during the year.
In addition to the extensive personnel survey and pulse surveys,
Pihlajalinna’s HR, occupational safety and health, management and
supervisors monitor the wellbeing and job satisfaction of the person-
nel in their area of responsibility from the perspective of several dif-
ferent metrics. Occupational healthcare monitors the work ability of
workers through workplace surveys and health examinations, for ex-
ample.
Pihlajalinna also monitors the effectiveness of its activities in joint
steering groups and meetings held with external stakeholders, such
as occupational healthcare and earnings-related pension insurance
companies. Pihlajalinna has internal working groups and steering
groups responsible for the progress and monitoring of key measures
and reporting on their effectiveness to senior management. The
achievement of the objectives set for occupational safety and health
is monitored by means of, for example, the number of safety observa-
tion reports, the number of occupational accidents and commuting
accidents, accident frequency, work ability assessments and work at-
mosphere surveys. Cooperation groups and the Kimpassa organisa-
tion are also key internal forums from the point of view of monitoring
effectiveness.
The management and the sustainability working group regularly re-
view and assess human rights efforts, and related risks are addressed
as part of the Group’s risk management process. In connection with
the review, it is ensured that the actions taken in accordance with the
duty of due diligence do not cause or promote material negative hu-
man rights impacts related to the company’s own workforce. Pihla-
jalinna strives to fulfil its duty of due diligence in human rights mat-
ters as part of the company’s decision-making process.
The due diligence process helps to identify current and potential im-
pacts on people and to address any shortcomings immediately. Cor-
rective processes support the principle and enable the respect and
implementation of human rights as part of the operations. The as-
sessment of adverse impacts on human rights and corrective
measures are carried out as part of human rights due diligence and in
cooperation between different functions. Material impact manage-
ment is carried out in cooperation with different stakeholders. The
work involves, among others, Group HR, regional and company-spe-
cific HR managers, shop stewards, the occupational safety organisa-
tion, occupational healthcare, the occupational accident insurance
company and earnings-related pension insurance companies. Pihla-
jalinna has described the available resources in connection with the
implemented, planned and ongoing measures.
Negative impacts
At Pihlajalinna, there are potential and actual negative impacts on the
working hours of employees, work-life balance and the health and
safety of employees.
During 2024, Pihlajalinna implemented several development
measures aimed at developing leadership, strengthening wellbeing at
work, promoting modern working methods and harmonising policies
related to employment relationships and recruitment. The aim of the
measures is to improve the employee experience of the company’s
own personnel and prevent negative impacts on the company’s own
workforce.
Pihlajalinna aims to improve the wellbeing at work of its
personnel through, for example, high-quality supervisory work, work
arrangements, occupational health services and active support as well
as development projects that support wellbeing at work. Pihlajalinna
has a working time bank and flexible working hours in place in some
functions. At Pihlajalinna, duties not tied to the employer's workplace
may be performed remotely.
The management of occupational safety and health risks aims to
identify work-related hazards, risks and adverse effects, and to sys-
tematically eliminate or reduce these. Working environment risks are
assessed by Pihlajalinna’s units at least once a year and whenever sig-
nificant changes happen. The significance to health of the identified
risks is also assessed in workplace surveys conducted by the occupa-
tional healthcare function. These are carried out in five-year intervals
at a minimum and whenever significant changes happen. Pihlajalinna
employees are covered by statutory occupational healthcare as well
as occupational accident and occupational disease insurance. Work-
related illnesses and the causes of absences are monitored at the an-
nual level at Pihlajalinna. The effectiveness of the measures is moni-
tored and analysed by Pihlajalinna’s HR.
Working time of workforce
Pihlajalinna prevents and mitigates negative impacts related to the
working hours of its own workforce, such as the burden of night
work, in many different ways. Pihlajalinna actively cooperates with
occupational healthcare regarding the burden related to night work.
Occupational healthcare monitors employees’ work ability through
workplace surveys and health examinations, for example. Monitoring
rest periods in accordance with collective agreements, providing se-
curity services and planning work shifts also help to alleviate the bur-
den caused by night work. Occupational safety and health plays a key
role in preventing negative impacts related to working hours. Each
Pihlajalinna unit annually carries out and updates a unit-specific risk
assessment. Measures to prevent and mitigate the burden of night
work are particularly aimed at personnel working in shifts. The out-
come of these measures is reasonable working hours and ensuring
safe and healthy working conditions. The impacts are assessed in co-
operation with the supervisor, occupational healthcare and occupa-
tional safety and health.
Pihlajalinna will continue to implement the
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70
current measures and invest further in the development of occupa-
tional safety.
The model Pihlajalinna has an active caring model in place, aimed at
resolving challenges related to work ability and performance in a pro-
active and systematic manner. The supervisor is responsible for allo-
cating resources and for the occupational health and safety of work-
ers. Active dialogue in accordance with Pihlajalinna’s active caring
model and regular target and development discussions ensure that
the supervisor is aware of the worker’s work ability and possible
work-related workload factors, such as night work, in order to be able
to react proactively to any workload factors.
The impacts of the prevention and mitigation measures related to the
negative impacts of the working hours of Pihlajalinna's own work-
force are assessed in cooperation with occupational safety and health
and occupational healthcare.
Annual risk surveys, workplace surveys
carried out every 3 to 5 years and the Regional State Administrative
Agency’s inspection reports are discussed in cooperation groups. Sev-
eral internal and external stakeholders participate in the prevention
and mitigation of the impacts, such as Pihlajalinna’s HR and occupa-
tional safety and health, supervisors and occupational healthcare.
Pihlajalinna will continue to operate in accordance with the current
measures and invest in the development of occupational safety in the
coming financial years.
Work-life balance
There are potential negative impacts on the work-life balance of
Pihlajalinna's own workforce. If the workload reaches unreasonable
levels, it affects work-life balance and workers can become unreason-
ably stressed. Pihlajalinna has prevented and mitigated potential neg-
ative impacts through the following measures: monitoring working
hours and limiting overtime and working hours in employment con-
tracts, adopting an adjusted work operating model, working time
bank and flexible working hours in some services and functions, and
allowing remote work for tasks that are not tied to the employer’s
workplace.
Pihlajalinna takes into account the special needs of employees in dif-
ferent situations in life as far as possible. Pihlajalinna wants to make it
easier for workers to reconcile work and family life, and the aim is to
enable them to return from family leave without problems. Pihla-
jalinna takes a positive approach to different family situations and
wants to make the related family leaves as smooth as possible. The
employer and the worker can jointly agree on working time arrange-
ments according to the worker’s needs and the employer’s possibili-
ties. Agreed working time equalisation periods or a working time
bank that are in use for as long as possible also promote the flexible
reconciliation of work and family life.
The conditions for the employment of employees with partial work
ability are ensured by focusing on reconciling work and work ability in
cooperation with the employee, supervisor and occupational
healthcare in accordance with the active caring model. Means of sup-
porting employees with partial work ability in returning to work in-
clude a plan for returning to work, work arrangements, working time
arrangements, enhanced support, work ability assessments and the
insurance company’s vocational rehabilitation measures. The aim of
occupational health negotiations held in cooperation with occupa-
tional healthcare is to find out the best support and means for the
employee to return to work.
The desired outcome of these measures is to ensure safe and fair
working conditions for all Pihlajalinna employees, support measures
to maintain work ability and encourage everyone to contribute to fos-
tering a good working atmosphere and an open flow of information.
The impacts of measures affecting work-life balance are assessed at
Group level as part of the annual extensive personnel survey. Supervi-
sor use Pihlajalinna’s working time monitoring system to monitor and
ensure that working hours are kept to a reasonable limit. Several in-
ternal and external stakeholders, such as Pihlajalinna’s HR, supervi-
sors and occupational healthcare, participate in the prevention and
mitigation of the impacts. During the coming financial years, Pihla-
jalinna will develop the workforce management system and the man-
agement system for wellbeing at work. Pihlajalinna’s HR is responsi-
ble for developing the working time monitoring system and the re-
sources required for it.
Health and safety of own workforce
Both actual and potential negative impacts on the health and safety
of our own workforce have been identified. To promote mental
health and psychological safety, Pihlajalinna cooperates closely with
occupational healthcare and pension insurance companies. At Pihla-
jalinna, compliance with the occupational healthcare action plan and
occupational safety and health action programme are at the core. Oc-
cupational healthcare monitors the work ability of workers through
workplace surveys and health examinations, for example. Pihlajalinna
offers its employees services that support mental wellbeing, such as
the Mielen huoli Line, occupational health psychologist consultations,
short-term therapy, short-term psychotherapy and sleep coaching. In
2024, supervisors and all personnel were offered information and
practical tools in the form of online training courses on supporting
mental wellbeing in the working environment. Strengthening psycho-
logical safety and work ability management are discussed as part of
the induction training for supervisors. The change management train-
ing programme, which began in autumn 2024, will continue in 2025.
The training programme has been implemented in cooperation with
an external partner.
Risks and opportunities
Ensuring the working conditions and wellbeing of personnel as well as
health and safety is significant from the point of view of financial risks
and opportunities. The material risks and opportunities related to the
company’s own workforce have been identified in the double materi-
ality analysis described in section ESRS 2, under IRO-1: Process to
identify and assess material impacts, risks and opportunities. The fi-
nancial risk management methods used at Pihlajalinna are also essen-
tial from the point of view of opportunities. The ongoing measures
are described in more detail in section ESRS 2, under SBM-3: Material
sustainability topics in Pihlajalinna's activities and their link with the
strategy.
Equal treatment and development of competence and skills
Equal treatment and the development of competence and skills are
also significant from the point of view of financial risks and opportuni-
ties. At Pihlajalinna, competence development involves particularly
on-the-job learning, the sharing of internal knowledge and training.
The majority of on-the-job learning takes place through actual work
and interaction with others. Practical tools also include induction
training and work guidance, team-level and personal target and de-
velopment discussions, independent study, mentoring, work guidance
and job rotation. Professional training is provided by both Pihla-
jalinna’s own experts and external training providers.
Pihlajalinna has a proprietary online learning environment, Pihla-
jalinna Academy, that provides content in support of competence de-
velopment.
The Group’s training plan includes training courses or-
ganised by target group at Group level based on the Group’s strategy
and the competence needs of the business areas and medical exper-
tise. Pihlajalinna’s leadership principles describe what kind of leader-
ship is aimed for and valued at Pihlajalinna. By complying with the
leadership principles, we contribute to ensuring equal treatment and
equal opportunities for all.
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71
In annual target-setting and development discussions, an individual
competence development plan is drafted for each Pihlajalinna em-
ployee. At Pihlajalinna, target-setting and development discussions
involve two parts: a team discussion and a personal target-setting and
development discussion. The discussion checks whether the em-
ployee’s job description is up to date and discusses competence, suc-
cesses, development areas, wellbeing at work and motivation. An im-
portant part of the annual personal target-setting and development
discussion is also giving feedback to the supervisor and evaluating the
supervisor’s leadership in accordance with Pihlajalinna’s leadership
principles. Pihlajalinna’s monitoring and feedback channels are de-
scribed in more detail in section S1-2: Engaging with own workforce.
Equal treatment and the development of competence and skills are
also significant from the point of view of opportunities. Pihlajalinna
wants to support the coping at work of older employees and the pos-
sible extension of their careers. Special attention is paid to wellbeing
at work and coping at work in target and development discussions
and, if necessary, wellbeing at work discussions, with older employ-
ees. The aim is to provide older employees with the opportunity for
work arrangements, part-time work or partial old-age pension when-
ever this is possible with regard to the work tasks.
Objectives related to the management of material negative impacts,
the promotion of positive impacts and the management of material
risks and opportunities are presented in the attached table (S1-5).
Pihlajalinna’s target setting is based on Pihlajalinna’s personnel,
equality and non-discrimination policy. Senior management sets
time-bound and result-oriented targets based on preparation by in-
ternal stakeholders. Joint, Group-level targets are used to monitor
the progress and effectiveness of measures related to actual material
impacts. In addition, Pihlajalinna internally monitors the effectiveness
and progress of individual measures in operations. The Group Man-
agement Team is responsible for monitoring operations in accord-
ance with the company’s targets. In setting and monitoring targets,
we have used the feedback received from the personnel and their
representatives in personnel surveys and stakeholder meetings, such
as Kimpassa meetings.
Pihlajalinna will define new work ability management steering group
practices in 2025. With the new steering group practices, target set-
ting and monitoring will be carried out with internal and external
stakeholders. The Pihlajalinna Group Management Team confirms the
targets set. Pihlajalinna develops the company’s operations and em-
ployees’ opportunities to influence the decisions made in the com-
pany concerning their work, working conditions and position in the
company in mutual understanding. Pihlajalinna’s development plan is
prepared and maintained as part of the dialogue required by the Act
on Co-operation within Undertakings.
Pihlajalinna monitors the development of the personnel’s wellbeing
and working conditions using the eNPS metric, sickness absence rate
and work ability index. The metrics are part of the extensive annual
personnel survey. The work ability index (= work ability scores) used
at Pihlajalinna is part of the seven-section metric developed by the
Finnish Institute of Occupational Health. eNPS is an employee experi-
ence metric that measures workers' willingness to recommend the
company. The sickness absence rate is calculated in accordance with
the model of the Confederation of Finnish Industries.
The development of Pihlajalinna’s eNPS and work ability index has
been jointly monitored in a meeting of Pihlajalinna’s Kimpassa organi-
sation, in which personnel representatives were involved in identify-
ing improvements as part of the monitoring of performance. Pihla-
jalinna will develop the sickness absence rate monitoring processes in
the coming financial years.
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72
S1 Links between policies related to own workforce and targets
Sustainability
matter
Impacts, risks and opportunities (IRO)
Policy
Result 2024/Target 2025
Metric
Stability of employment relation-
ships in own workforce
Pihlajalinna offers stable employment
relationships
and the possibility of exercising a profession
Actual positive impact
Code of Conduct
Personnel Policy
Human rights principles
Data Protection and Infor-
mation Security Policy
eNPS
Result 2024: +9
Target 2025: 20
Willingness to recommend (eNPS)
From the employer’s point of view,
the opportunities
are major: attractiveness and retention
as an em-
ployer, work motivation,
length of careers, coping at
work, productivity, supervisory
work and leadership.
Opportunity
Ensuring the working conditions and wellbeing of
per-
sonnel as well as health and safety is also significant
from the perspective of financial risks and
opportuni-
ties. Stress or an accident can result in long
sickness
absences, and offering competitive pay
can affect
short-term profitability.
Risk
Working hours of own workforce
Night work puts a strain on the personnel
Actual negative impact
Personnel Policy
Work ability index
Result 2024: 8
Target 2025: >8
Sickness-related
absence
rate
Result 2024: 5.6%
Target 2025: 5.3%
Work ability index
Sickness-related absence per cent
From the employer’s point of view,
the opportunities
are major: attractiveness and retention
as an em-
ployer, work motivation,
length of careers, coping at
work, productivity, supervisory
work and leadership.
Opportunity
Ensuring the working conditions and wellbeing of
per-
sonnel as well as health and safety is also significant
from the perspective of financial risks and
opportuni-
ties. Stress or an accident can result in long
sickness
absences, and offering competitive pay
can affect
short-term profitability.
Risk
Adequate wages for own
workforce
From the employer’s point of view,
the opportunities
are major: attractiveness and retention
as an em-
ployer, work motivation,
length of careers, coping at
work and productivity. A positive
employer image and
reputation also provide financial benefits.
Opportunity
Personnel Policy
Equality and Non-Discrimina-
tion Policy
Human rights principles
Data Protection and Infor-
mation Security Policy
eNPS
Result 2024: +9
Target 2025: 20
Remuneration-related targets
that Pihlajalinna
monitors in internal forums.
Willingness to recommend (eNPS)
Remuneration metrics
Wage increases can increase
costs, affecting short-
term profitability.
Risk
Remuneration-related targets
that Pihlajalinna
monitors in internal forums.
Remuneration metrics
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73
Gender equality and equal pay for
equal work among own workforce
The remuneration of the personnel
is based on
the competence of each employee and
adherence
to the principles of equal treatment. In jobs
cov-
ered by collective agreements, remuneration
is
based on the wage categories stipulated
by the
applicable agreement. Remuneration
also takes
into account job-specific responsibility premiums,
years of experience and the job location’s
cost of
living category. Gender
is not a factor in remuner-
ation under any circumstances.
The remuneration
of senior salaried employees is determined
by the
demands of the job and the individual’s
compe-
tence, experience, performance and
results.
Actual positive impact
Code of Conduct
Personnel Policy
Equality and Non-Discrimination
Policy
Human rights principles
Data Protection and Information
Se-
curity Policy
Remuneration-related targets
that Pihlajalinna
monitors in internal forums.
The big picture will be reviewed during the
com-
ing financial year in order to set any specific
tar-
gets and metrics.
Wage surveys
Work-life balance of own
workforce
Attractiveness and retaining
capacity as an em-
ployer, increasing
work motivation and the length
of careers, rehabilitative and
flexible operations
that take into account
the life cycle stages and
support the employee also provide financial
op-
portunities, employer reputation as a responsible
party.
Opportunity
Personnel Policy
eNPS
Result 2024: +9
Target 2025: 20
Work ability index
Result 2024: 8
Target 2025: >8
Sickness-related
absence
rate
Result 2024: 5.6%
Target 2025: 5.3%
There are several occupational
safety and man-
agement metrics in place with targets set
for the
coming years.
Goals related to work ability management
that
Pihlajalinna monitors in internal forums.
Willingness to recommend (eNPS)
Sickness-related absence per cent
Work ability index
Occupational health and safety met-
rics
Work ability management metrics
Sickness absences due to stress or an accident
Risk
Sickness-related
absence
rate
Result 2024: 5.6%
Target 2025: 5.3%
Occupational health and safety goals
monitored
by Pihlajalinna in internal forums.
Sickness-related absence per cent
Occupational health and safety met-
rics
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74
Health and safety of own workforce
Psychological safety,
mental health challenges
Actual negative impact
Code of Conduct
Personnel Policy
Human rights principles
Quality Policy
Data Protection and Information
Se-
curity Policy
Work ability index
Result 2024: 8
Target 2025: >8
Sickness-related
absence
rate
Result 2024: 5.6%
Target 2025: 5.3%
Work ability index
Sickness-related absence per cent
Work-related injuries
Potential negative impact
Our personnel are Pihlajalinna's most valuable
as-
set, and monitoring and responding to workers'
work ability is a strategic target
.
Several targets have been
set for occupational
health and safety,
which Pihlajalinna monitors in
internal forums.
Occupational health and safety met-
rics
As an expert in the field, Pihlajalinna has the po-
tential to offer its personnel
premium healthcare
Actual positive impact
Several targets have been
set for occupational
health and safety,
which Pihlajalinna monitors in
internal forums.
Occupational health and safety met-
rics
Sickness absences due to stress or an accident
Risk
Sickness-related
absence
rate
Result 2024: 5.6%
Target 2025: 5.3%
Several targets have been
set for occupational
health and safety,
which Pihlajalinna monitors in
internal forums.
Sickness-related absence per cent
Occupational health and safety met-
rics
Attractiveness and retaining
capacity as an em-
ployer, increasing
work motivation and the length
of careers, rehabilitative and
flexible operations
that take into account
the life cycle stages and sup-
port the employee also provide financial opportu-
nities, employer reputation as a responsible
party.
Opportunity
eNPS
Result 2024: +9
Target 2025: 20
Sickness-related
absence
rate
Result 2024: 5.6%
Target 2025: 5.3%
The big picture will be reviewed during the
coming
financial year in order to set specific targets.
Willingness to recommend (eNPS)
Sickness-related absence per cent
Work ability management metrics
Measures against violence and har-
assment in the workplace in own
workforce
Pihlajalinna applies an operating model aimed at
the prevention of inappropriate conduct.
Accord-
ingly, all forms of harassment
or inappropriate
treatment of employees are prohibited.
Supervi-
sors are under an obligation to address
inappropri-
ate conduct or harassment immediately
after be-
ing informed of the issue.
Actual positive impact
Code of Conduct
Personnel Policy
Equality and Non-Discrimination Pol-
icy
Human rights principles
Several targets have been
set for occupational
health and safety,
which Pihlajalinna monitors in
internal forums.
The big picture will be reviewed during the
coming
financial year in order to set specific targets.
Occupational health and safety met-
rics
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75
Training and skills development
of
own workforce
Pihlajalinna provides its personnel with equal
opportunities for training and competence
devel-
opment
Actual positive impact
Code of Conduct
Personnel Policy
Equality and Non-Discrimination
Policy
Data Protection and Information
Se-
curity Policy
eNPS
Result 2024: +9
Target 2025: 20
Several targets have been
set for competence de-
velopment, which Pihlajalinna monitors in internal
forums.
Willingness to recommend (eNPS)
Competence management metrics
Equal treatment and the development
of compe-
tence and skills are also significant from
the point
of view of financial risks and opportunities.
At-
tractiveness and retaining capacity
as an em-
ployer, increasing
work motivation and the length
of careers, equal, competence-building
activities
also provide financial opportunities.
Opportunity
The scope of all activities is the company’s
own operations, with Finland as the operating
area (no other geographical areas).
The base year is 2024 and the baseline values
are 2024, as these are the first comparable
values reported. The targets apply
to
employees. Analysis of the results and justifications:
All results for 2024 are in line with the
planned annual targets and the achievement
of long-term goals. No external party has
validated the targets or metrics.
For all future actions, the time horizon is
future financial years or the actions are
continuous.
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| SUSTAINABILITY STATEMENT
76
Characteristics of the undertaking’s employees
(S1-6)
In 2024, Pihlajalinna had 6,493 employees and 2,145 practitioners. All
of Pihlajalinna’s operations are in Finland. 85 per cent of Pihlajalinna’s
employees are women and 15 per cent men. The forms of employ-
ment and working hours used at Pihlajalinna are based on collective
agreements (collective agreement for the healthcare services sector
and collective agreement for the private social services sector) and la-
bour law.
Employment data has been collected from the HR and payroll system,
from which the data is retrieved for processing in the reporting sys-
tem once a day. The payroll system administrators
and payroll clerks
are responsible for maintaining the data. Supervisors are responsible
for reporting the data. The data is reported to the payroll system us-
ing electronic forms. In the payroll system, all persons have either
male or female as gender information. The information is based on
the personal identity number. As the system develops, it will also be
possible to collect information about other genders.
The number of personnel is reported as the number of persons at the
end of the reporting period, unless otherwise stated. The total num-
ber of workers corresponds to the figures reported in Pihlajalinna’s fi-
nancial statements for 2024.
In the payroll system, employment relationships are broken down
into fixed-term employment or permanent employment. In the pay-
roll system, employment relationships are divided according to the
nature of the employment relationship: full-time, part-time or on-call.
The number of employees as full-time equivalent (FTE) by contract
type and gender is reported as the average for the reporting year.
In 2024, the employee turnover rate was 10.7 per cent and the total
number of terminated employment relationships was 1.148. The fol-
lowing reasons for termination have been taken into account in calcu-
lating the turnover rate: termination during trial period by employer,
termination during trial period by employee, death, other pension,
personal request, production-related financial reasons, termination of
employment, old-age pension, mutual agreement. The following situ-
ations have not been taken into account in the calculation: fixed-term
employment ends, transfer to another payment group, transfer to an-
other payment group/company/merger, job rotation ends.
Employees are only hired for fixed-term employment relationships
when there is a legal and verifiable reason for it. The reason is ex-
plained to the employee and recorded in the employment contract.
Termination of a fixed-term employment contract before the end of
the agreed term can be negotiated upon if the employee so wishes.
Efforts will be made to arrange partial old-age pension, partial child-
care leave and shortening of working hours to extend the working ca-
reer whenever possible with regard to the performance of work
tasks. Part-time employment relationships can be used in the com-
pany for tasks for which part-time work is suitable when there is a
justified reason on the part of the employer and/or employee. The
grounds for part-time work are always considered on a case-by-case
basis.
Number of employees by contract type, broken down by gender (FTE)
Type of employment relationship
Female
Male
Total
Total number of employees
(FTE)
3.874
542
4.416
Number of permanent employees (FTE)
3.302
444
3.747
Number of fixed-term employees (FTE)
364
63
427
Number of non-guaranteed hours
employees (FTE)
202
33
235
Number of full-time employees (FTE)
3.002
436
3.438
Number of part-time employees (FTE)
665
72
737
Number of employees broken down by gen-
der
Gender
Number of persons
Male
961
Female
5532
Other
0
Not reported
0
Total number of emloyees
6493
Number of employees by country
Country
Number of persons
Finland
6493
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77
Diversity metrics (S1-9)
In this context, senior management refers to employees working in
the Pihlajalinna Group’s Management Team. Pihlajalinna’s
senior
management consists of 10 people, of whom 40 per cent (4) are
women and 60 per cent (6) are men.
14.1 per cent (917) of Pihlajalinna’s personnel are under 30 years of
age, 51.4 per cent (3340) are 30 to 50 years of age and 34.4 per cent
(2236) are over 50 years of age.
No external party has validated the metrics.
Adequate wage (S1-10)
All Pihlajalinna employees are paid adequate wages in accordance
with the applicable benchmarks. No external actor has validated
these metrics, but they are based on the background assumption that
remuneration in accordance with Finnish collective agreements
meets the definition of adequate wage at the European level. Pihla-
jalinna operates only in Finland.
Pihlajalinna is a member of the Finnish Association of Private Care
Providers (HALI) and, based on its membership, obliged to comply
with universally binding collective agreements, namely the collective
agreement for the healthcare services sector and the collective agree-
ment for the private social services sector. The remuneration of em-
ployees is determined in accordance with the remuneration system of
the applicable collective agreement. Pihlajalinna complies with the
minimum wage specified in the collective agreements. If no collective
agreement is applied to the employment relationship (e.g. doctors),
the wage is defined as reasonable. The wages paid by Pihlajalinna are
equal to or higher than the minimum salary in accordance with the
collective agreement. Overtime is voluntary and the employee is
compensated in accordance with legislation and any applicable collec-
tive agreements.
Occupational health and safety metrics (S1-14)
Occupational safety and health statistics
2024
2023
Number of work-related fatalities
0
0
Number of work-related accidents
319
335
Accident severity
29.5
27.4
Number of work-related ill health cases
0
0
The figures presented in the table apply to Pihlajalinna’s employees
(including Forever fitness centres) occupational accidents. Commut-
ing accidents between the home and the workplace are not included
in the figures.
Every Pihlajalinna employee is covered by the occupational health
and safety management system and is taken into account in the num-
ber of incidents related to occupational accidents, occupational
healthcare and work-related fatalities.
In the first reporting year, Pihlajalinna does not report the number of
fatalities caused by work-related accidents and cases of ill health for
other employees working at the Group’s sites.
The quality management system, environmental management system
and information security management system are complied with in all
of Pihlajalinna’s operations. Pihlajalinna's management is committed
to constantly improving the operations and the quality management
system and creates the prerequisites for achieving the quality-related
objectives. Pihlajalinna carries out both internal and external audits.
The standards ISO 9001:205, ISO 27001:2017 and ISO 14001:2015 are
in use. Internal audits cover themes that are relevant to Pihlajalinna’s
health and safety management system, such as safety practices and
incident reports. External and internal audits are carried out every
three years. The annual coverage of audit activities is ensured by en-
suring that internal and external audits are not carried out in the
same year for an individual unit. The audit observations made in in-
ternal and external audits are used at each Pihlajalinna location ac-
cording to the nature of the observations. Internal and external audit
reports are available to the personnel electronically.
The accident insurance company provides Pihlajalinna with a regular
report on key occupational health and safety metrics. No external
party has validated the metrics.
Compensation metrics (S1-16)
Pihlajalinna complies with the applicable employment legislation and
collective agreements. See section S1-10: Adequate wage.
Pihlajalinna’s internal salary survey indicates that the remuneration
of employees belonging to nursing staff within the scope of the col-
lective agreements of both the private social services sector and the
healthcare services sector is equal regardless of gender.
At Pihlajalinna, the pay gap between women and men among nursing
staff is 3.44 per cent. The wages are equal in both job-specific wage
components and personal wage components.
At Pihlajalinna, the pay gap between women and men among doctors
and dentists is 8.22 per cent. The number of men in doctors and den-
tists is relatively the highest among all personnel groups. In the
Group, the duties of a doctor and dentist are often carried out as
practitioners, so reviewing employees does not provide a complete
overview of all of the duties carried out at Pihlajalinna. The amount of
wages is influenced, for example, by the job grade and the level of ed-
ucation.
For other personnel, the percentage pay gap between women and
men is 8.38 per cent. The wages of other personnel are determined
either in accordance with the collective agreements or according to
the job grade, and there are no differences based on gender.
It is not yet possible to carry out a comparable salary comparison for
administrative personnel, as it consists of tasks with vastly different
job grades. In order to ensure equal pay and a fair wage level, Pihla-
jalinna worked during autumn 2024 to assess the job grade of tasks
with contractual salary and determine the wage. In 2025, Pihlajalinna
will analyse the contractual wages and any differences in these wages
in more detail and decide on corrective measures.
At Pihlajalinna, the pay gap between women and men among all em-
ployees is 41.44 per cent. The average wage level of employees is
EUR 25.24 per hour, of which the average hourly wage for women is
EUR 22.95 and for men EUR 39.19. The median wage of employees in
Pihlajalinna is EUR 33,942.75. The ratio of the highest-paid person's
total annual earnings to the median total annual earnings (excluding
the highest-paid person) was 15.3.
The compensation paid to Pihlajalinna’s personnel is documented and
reported on the basis of current information in the HR and payroll
system. The data takes into account all wage components, including
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
78
fringe benefits, for both monthly and hourly paid employees. The re-
port does not take into account whether the person has been paid
wages in that month. No external party has validated the metrics.
Incidents, complaints and serious human rights
complaints (S1-17)
Pihlajalinna does not tolerate discrimination, harassment or inappro-
priate behaviour at the workplace or in the work carried out there or
at work events. If a Pihlajalinna employee or service provider experi-
ences or observes inappropriate behaviour or harassment, they are
instructed to discuss the matter primarily with the person concerned
or their own supervisor. Pihlajalinna’s operating model for inappropri-
ate treatment and harassment will be developed in order to obtain
sufficiently comprehensive data in the future. Currently, it is not pos-
sible to systematically compile complaints or reports made in accord-
ance with the inappropriate treatment and harassment operating
model unless they lead to legal action.
During the 2024 reporting period, the anonymous whistleblowing
channel received a total of 17 HR-related reports (10 in 2023). The re-
ports were related to the equal treatment of personnel, inappropri-
ate behaviour of supervisors/employees or equal recruitment. Of
these reports, 5 were related to harassment or discrimination. The
HSE Lite system has received 19 reports of inappropriate treatment
concerning our own personnel, of which 2 were related to harass-
ment or discrimination. A total of 7 reports of harassment or discrimi-
nation were received in 2024. Information on the total number of re-
ports received through the Whistleblowing channel is also reported in
the financial statements.
In 2024, Pihlajalinna had one ongoing case of discrimination, on
which a court decision was issued in April 2023. Pihlajalinna
Lääkärikeskukset Oy has been ordered to pay compensation to a dis-
missed employee on the basis of a violation of the Equality and Non-
Discrimination Acts and compensation under the Employment Con-
tracts Act for unjustified termination of the employment relationship.
The district court’s decision is not yet final. However, the Court of Ap-
peal’s permission to proceed further has only been granted for the
amounts of compensatory and reparatory measures ordered.
In 2024, Pihlajalinna had no fines, penalties or damages caused by se-
rious human rights issues and incidents related to its own personnel.
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| SUSTAINABILITY STATEMENT
79
Consumers and end-users
(S4)
Identification and assessment of material impacts, risks and opportunities
79
Material impacts, risks and opportunities related to consumers and end-users and their management (SBM-3)
79
Management of material topics and policies (S4-1)
80
Engaging with consumers and end-users (S4-2)
82
Processes to remediate negative impacts and channels for consumers and end-users to raise concerns (S4-3)
82
Measures (S4-4)
83
Metrics and targets (S4-5)
85
Identification and assessment of material im-
pacts, risks and opportunities
The material impacts, risks and opportunities related to consumers
and end-users have been identified in the double materiality analysis
described in more detail in section ESRS 2, IRO-1: Process to identify
and assess material impacts, risks and opportunities. Pihlajalinna re-
ports on its activities in the areas identified as material in the double
materiality analysis.
Material impacts, risks and opportunities related
to consumers and end-users and their manage-
ment (SBM-3)
Pihlajalinna’s customer groups are corporate customers, insurance
and private customers and public sector customers. The material sus-
tainability topics related to consumers and end-users and their man-
agement measures are described in section ESRS 2, table Managing
the Material Impacts, Risks and Opportunities (IRO).
A description of the material impacts, risks and opportunities and
their interaction with the strategy and business model is presented in
ESRS 2, section SBM-3: Material sustainability topics in Pihlajalinna's
activities and their link with the strategy.
REPORT BY THE BOARD OF DIRECTORS
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80
S4 Links between policies related to consumers and end-users and targets.
During the reporting year, targets and metrics have not been set for all identified impacts, risks and opportunities, but during the coming financial year, the whole will be reviewed in order to set any dedicated targets
and metrics.
Sustainability
matter
Impacts, risks and opportunities (IRO)
Consumer and end-user privacy
Maintaining patient safety and
data protection. (cyber attacks
on infrastructure and hardware)
Actual and potential negative impact
There are significant financial risks related
to customers’ privacy,
data protection and information
security. The most significant
risks are cyber attacks on
infrastructure or hardware and
the resulting reputational damage and
potential liability for damages.
Risk
Security of consumers and end-users
Maintaining patient safety and
data protection. (cyber attacks
on infrastructure and hardware)
Actual and potential negative impact
There are significant financial risks related
to customers’ privacy,
data protection and information
security. The most significant
risks are cyber attacks on
infrastructure or hardware and
the resulting reputational damage and
potential liability for damages.
Risk
Freedom of expression for consumers
and end-users
The risk related to consumers’
freedom of speech can manifest itself
as reputational damage or customer
satisfaction.
Risk
Access of consumers and end-users
to
high-quality information
In cooperation with its personnel,
Pihlajalinna produces and distributes information
on social and healthcare themes that are
relevant to society.
However,
communication may not jeopardise the
privacy of customers or employees,
data protection or the security of services.
Actual positive impact
Health and safety of consumers and
end-users
Pihlajalinna provides customers with health
benefits, society and employers with savings,
access to care (reducing queues). Patient
safety (physical patient
safety) and positive impact are strong.
Actual and potential positive impact
Significant compromise of patient safety
Potential negative impact
The health, safety and security of customers
are at the heart of Pihlajalinna’s
operations. Risks related to patient
safety are reputational
damage and poten-
tial liability for damages.
Risk
Protecting children of consumers
and
end-users
Maintaining patient safety and
data protection. (cyber attacks
on infrastructure and hardware)
Actual and potential negative impact
Maintaining patient safety and
data protection. (cyber attacks
on infrastructure and hardware)
Risk
Non-discrimination of consumers and
end-users
Equal treatment of customers
Actual positive impact
Non-discrimination of customers is also at
the heart of Pihlajalinna’s operations.
The related reputational damage can
pose significant financial risks, but on
the other hand, reputational benefits can
also provide opportunities.
Risk and opportunity
Access to products and services
The public service system is in a crisis. Pihlajalinna
provides its customers, such
as society and employers, with savings through
access to services
Actual positive impact
The availability of services produced
for customers is at the heart of Pihlajalinna’s
operations. The related reputational
benefit and, on the other hand, repu-
tational damage can pose both financial
risks and opportunities.
Risk and opportunity
Sustainable marketing
The cornerstones of Pihlajalinna’s
marketing and communications are
professionalism, reliability,
truthfulness and up-to-date medical
knowledge.
Actual positive impact
Non-discrimination of customers, the availability
of services and responsible marketing
are also at the heart of Pihlajalinna’s
operations. The related reputa-
tional benefit and, on the other hand, reputational
damage can pose both significant financial
risks and opportunities.
Risk and opportunity
Management of material topics and policies
(S4-1)
The purpose of Pihlajalinna’s policies is to promote the excellent and
high-quality service provided to customers and the realisation of hu-
man rights. In addition, operations are guided by the Code of Conduct
and the minimisation of adverse impacts on the environment so that
the services offered to private customers and the products used meet
the requirements set for them.
Pihlajalinna’s operations are strongly based on the company’s values,
vision and mission. Pihlajalinna’s guiding policies related to consum-
ers and end-users include the Code of Conduct approved by the
Board of Directors, Supplier Code of Conduct, human rights princi-
ples, quality and risk management policy and data protection and in-
formation security policy. The Chief Medical Officer is responsible for
medical quality and effectiveness as a member of the Group Manage-
ment Team. In addition, the Group Management Team
is responsible
for the policies related to the customer experience.
Code of Conduct
The aim of Pihlajalinna's Code of Conduct is to establish clear ethical
standards that cover all aspects of Pihlajalinna’s operations and day-
to-day work. The Code of Conduct provides guidance to the compa-
ny's management, personnel and practitioners. The Code of Conduct
describes the way Pihlajalinna operates, based on the principles of
good corporate governance, legal compliance, transparency, fairness
and confidentiality. Pihlajalinna’s procurement principles concerning
partners are laid down in a separate Supplier Code of Conduct and
separate ethical guidelines concerning sports cooperation. The pro-
curement principles cover five areas: legislation and human rights,
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
81
the environment and customer health and safety. The Code of Con-
duct is reviewed and updated as necessary. Pihlajalinna’s CEO is the
most senior person in charge of compliance with the Code of Con-
duct.
Quality management
Pihlajalinna’s quality policy and quality management system support
the Group's strategy. The quality policy aims to ensure that the
Group's operations comply with valid legislation, regulations issued
by the authorities and any licences and requirements of the industry.
Pihlajalinna's management is committed to compliance with the re-
quirements and monitors the development of medical quality, cus-
tomer experiences, employee satisfaction and process quality and
takes the necessary action to achieve the quality-related objectives.
Pihlajalinna’s quality management is based on comprehensive self-
monitoring, external quality assurance and comprehensive monitor-
ing by the authorities. The Social Welfare and Health Care Supervision
Act, which entered into force at the beginning of 2024, regulates the
supervision of social and healthcare services, as well as the operating
conditions, registration and self-monitoring of service providers. A
service provider such as Pihlajalinna must prepare a self-monitoring
programme for the tasks and services for which it is responsible. The
programme describes how the service provider organises and imple-
ments its self-monitoring. The appendices to Pihlajalinna’s self-moni-
toring programme include the Group’s pharmacotherapy plan, infor-
mation security plan and environmental plan. The self-monitoring
programme and plans are reviewed and updated annually or as nec-
essary when there are changes in the activities or the operating envi-
ronment. Self-monitoring makes it possible to quickly identify and ad-
dress risks related to quality or safety. The self-monitoring pro-
gramme and plan are available on Pihlajalinna’s website.
Risk management
Pihlajalinna’s risk management is guided by the Group’s risk manage-
ment policy, which covers all of the Group’s companies and the objec-
tives of which are patient safety, the wellbeing of professionals, busi-
ness profitability and sustainability, and the continuity of the organi-
sation’s operations. In social and healthcare services, the documenta-
tion of statutory self-monitoring is also a risk management tool: self-
monitoring programme and plans, pharmacotherapy and information
security plans. Pihlajalinna uses quality management systems to sup-
port risk management. An ISO 9001:2015 quality management sys-
tem, ISO 27001 information security management system and ISO
14001 environmental management system are in place. These include
requirements for risk management as part of the management sys-
tem and practical management.
Data protection and information security
The purpose of high-quality data protection and information security
management is to ensure the secure legal processing of all of Pihla-
jalinna’s data, particularly patient and personal data, as well as the
protection of the privacy of patients, customers and the company’s
personnel. Pihlajalinna is committed to complying with the ISO27001
standard, which supports the implementation of information security
and data protection. The Group’s information security principles are
described in Pihlajalinna’s data protection and information security
policy, which includes data protection and information security as an
integral part of all operations. Developing and maintaining data pro-
tection and information security is part of the Groups security activi-
ties, risk management and internal control. Information security and
data protection management ensure the confidentiality, integrity and
availability of data.
Data protection and information security are also an important part
of Pihlajalinna’s ISO 9001-certified quality management system. Pihla-
jalinna’s principles, guidelines and policies concerning information se-
curity are reviewed and updated regularly, at least once a year.
Infor-
mation security and data protection training is mandatory for all per-
sonnel and must be renewed once a year. This ensures that Pihla-
jalinna’s information security policies are implemented and put into
practice. In addition, Pihlajalinna regularly distributes information se-
curity instructions to its personnel.
Data protection and information security is managed and monitored
by the CEO of Pihlajalinna. The CEO decides the development goals,
organisation, resources and operating authorisations of the various
sections of overall safety and security. The person in charge of data
protection is the Chief Medical Officer, who appoints the company’s
data protection officers. The Chief Information Officer is the manager
responsible for information security and appoints the Chief Infor-
mation Security Officer and the Information Security Manager. This is
described in the data protection and information security policy docu-
ment.
Consumer and end-user human rights
Pihlajalinna is committed to respecting the international human rights
commitments, principles, guidelines and initiatives. In its human
rights commitment, Pihlajalinna is committed to respecting the hu-
man rights of consumers and end-users and to complying with the
following international principles for managing the impacts, risks and
opportunities related to consumers and end-users: UN Universal Dec-
laration of Human Rights, International Labour Organization (ILO)
Declaration on Fundamental Principles and Rights at Work, UN Global
Compact initiative and Guiding Principles on Business and Human
Rights, as well as the OECD Guidelines for Multinational Enterprises.
The human rights principles are reviewed and updated as necessary.
Pihlajalinna’s Chief Legal Officer is the most senior person in charge of
compliance with the human rights principles. The human rights risk
assessment is reviewed regularly and is part of the continuous devel-
opment of operations. This ensures that the assessment reflects any
changes in the business environment.
The human rights risk assess-
ment was carried out during the reporting year and is reviewed regu-
larly as part of the continuous development of operations to ensure
that the assessment reflects any changes in the business environ-
ment.
Pihlajalinna’s human rights commitment defines the expectations and
requirements that the organisation has set for itself and its partners.
All human rights policies have been approved by the Group Manage-
ment Team. The human rights principles apply to all Pihlajalinna em-
ployees, subcontractors, suppliers, business partners and communi-
ties that may be affected by the Group's operations. Every Pihla-
jalinna employee must complete mandatory training on the Code of
Conduct and commits to complying with the Code, which also entails
respecting human rights. Service providers, suppliers and partners are
obliged to follow the principles, including the principles related to hu-
man rights. PIhlajalinna's various functions actively work for human
rights, including the legal service, HR department, procurement and
the communications and sustainability team. The Group Management
Team is responsible for ensuring that the personnel are familiar with
the Code of Conduct, and supervisors are responsible for adherence
to the Code of Conduct. New supervisors are familiarised with the
Code of Conduct by means of induction training designed specifically
for them.
Pihlajalinna has addressed the need for corrective measures and pos-
sible actions as part of the 2024 Human Rights due diligence process.
Clear processes are in place to systematically address issues so that
potential human rights violations can be addressed, and corrective
measures can be taken immediately. For all the most critical potential
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
82
and actual human rights impacts, targeted measures are identified to
minimise and prevent negative impacts. During the year under re-
view, there have been no cases of non-compliance with the UN Guid-
ing Principles on Business and Human Rights, the ILO Declaration on
Fundamental Principles and Rights at Work or the OECD Guidelines
for Multinational Enterprises concerning consumers or end-users
have been reported during the year.
Engaging with consumers and end-users (S4-2)
Customer feedback channels
The systematic collection and processing of customer feedback ena-
bles Pihlajalinna to develop services, processes and operating models
according to the customers’ wishes. Pihlajalinna uses several contact
channels through which customers, end-users and other stakeholders
can give customer feedback and raise concerns. The customer can
provide feedback to Pihlajalinna on their own initiative through vari-
ous channels, such as the website, the Pihlajalinna health app or by
calling the customer service by phone. In addition, feedback is re-
quested after using the services by means of an SMS questionnaire or
directly in the digital service. The customer may be in direct contact
or the contact can be made by their legitimate representative such as
a patient ombudsman or other authority. A survey is sent daily to a
random sample of customers who have used Pihlajalinna services.
The feedback survey covers all customer groups.
The feedback channels are available to all customers and end-users or
persons and entities acting on their behalf on whom Pihlajalinna has a
potential or actual material impact. These channels can be used to
submit complaints or concerns related to Pihlajalinna’s own opera-
tions. The development of services also uses qualitative engagement,
such as target group interviews and user testing, and involves special
groups, such as people who use digital services little and the elderly.
In accordance with the feedback process, Pihlajalinna’s personnel rec-
ord verbal feedback received from the customer at various points of
contact on an electronic feedback form and forward it to Pihla-
jalinna’s feedback processing. Customers are informed about the
feedback channels and their utilisation on Pihlajalinna’s website and
by the personnel. Feedback on customer service situations is also col-
lected from the personnel in accordance with Pihlajalinna’s feedback
process. Corporate customers are regularly asked for structured feed-
back, including customer satisfaction measurement, the results of
which Pihlajalinna monitors.
Pihlajalinna’s customers particularly appreciate the highly competent
and professional personnel and the quality of surgical operations and
procedures. In 2024, the most critical customer feedback was related
to customer guidance between services. Themes related to booking
appointments and pricing emerged as development areas in the cus-
tomer feedback.
At Pihlajalinna, the continuous improvement of the customer experi-
ence consists of regular and up-to-date quality and customer experi-
ence measurements, continuous review of measurement methods,
daily analysis and processing of customer feedback and the reporting
and use of the results.
The Chief Medical Officer is the highest operational decision-maker
with regard to healthcare objections complaint process or similar
feedback. The results of customer experience measurements are
used in the development activities of the entire Group in accordance
with the customer experience management model. Pihlajalinna’s
management (Management Teams, regional and business manage-
ment) monitors the overall feedback from the monthly reports and is
responsible for the development measures.
Clinical quality and impact are among Pihlajalinna’s key strategic pri-
orities. Continuous development enhances dialogue with customers
and other stakeholders, creates systematic structures and a measure-
ment culture to support the management, development and monitor-
ing of quality and efficacy to ensure safe and effective care for every-
one.
Marketing
The aim of Pihlajalinna’s marketing measures is to increase custom-
ers’ awareness of health-related issues. Pihlajalinna communicates its
diverse service offering to its customers with the aim of generating
positive impacts on consumers and end-users.
The content of marketing and communications is based on careful
fact-checking and is produced in close cooperation with medical ex-
perts. This ensures that visitors can trust the quality and accuracy of
the content. The content is designed to be easy to find with search
engines, so that visitors can quickly and easily get answers to their
questions, and the content responds to visitors’ searches for infor-
mation and guides them to the right services in a timely and clear
manner. Accessibility (e.g. readers) is taken into account in content
production so that the content serves everyone as easily as possible.
Content is developed to be increasingly diverse and inclusive.
Processes to remediate negative impacts and
channels for consumers and end-users to raise
concerns (S4-3)
Processes to remediate negative impacts
Pihlajalinna has several channels through which its personnel, cus-
tomers and other stakeholders can report any concerns and observa-
tions they may have.
Patient safety
Pihlajalinna’s private healthcare services and Forever fitness centres
use Pihlajalinna’s HaiPro system, with which the personnel can report
incidents and hazards related to customer and patient safety.
In joint
ventures, notifications concerning patient safety are made in the joint
venture’s HaiPro system or the wellbeing services county’s system. In
services produced for wellbeing services counties, patient safety noti-
fications are primarily submitted to the wellbeing services county.
The HaiPro system is specifically designed for the development of op-
erations and learning from hazardous events. Reporting and pro-
cessing grievances and incidents related to patient safety is an im-
portant part of the development of operations and the prevention of
incidents. Customers report any problems they observe either di-
rectly to the personnel or through Pihlajalinna’s feedback systems.
The professional competence of the personnel is the foundation of
patient safety, and it is actively developed. The professional qualifica-
tions of employees are verified during recruitment, and all new em-
ployees are trained for their duties in accordance with an induction
training programme. Clinical quality and impact are among Pihla-
jalinna’s key strategic priorities. Continuous development enhances
dialogue with customers and other stakeholders, creates systematic
structures and a measurement culture to support the management,
development and monitoring of quality and efficacy to ensure safe
and effective care. The Quality Policy is owned by the Group Quality
Director, who is responsible for updating and amending it. The Chief
Medical Officer is the authority responsible for the implementation of
the Quality Policy.
Information security
Pihlajalinna’s suppliers and external service providers are required to
commit to compliance with the specified information security stand-
ards. Suppliers undergo audits and information security requirements
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
83
are reviewed in connection with changes to external services. Compli-
ance with information security requirements, including the right to
audit, is part of the supplier agreement, but the requirements do not
yet fully cover all existing contracts. As a result of the ongoing reform,
they will be incorporated into all contracts. The need for and imple-
mentation of audits is assessed on a case-by-case basis and the audits
are carried out according to the identified need. The information se-
curity assessment of external suppliers is applied to all services, sys-
tems, applications and devices procured that are related to Pihla-
jalinna’s operations. An assessment of the need for external auditing
and competitive tendering will be carried out during the coming fi-
nancial year.
Information security is continuously developed with a high priority.
Projects are planned for the coming years to adopt new technologies,
such as more advanced threat detection systems and AI-based analy-
sis tools. In addition, Pihlajalinna is strengthening its personnel’s
training and raising awareness of information security issues so that
the entire organisation is better prepared for potential threats. An ex-
tension of ISO27001 certification is also planned for 2025, strengthen-
ing the commitment to a high level of information security.
Processes for handling customer feedback
Pihlajalinna ensures that all contacts are responded to appropriately
and that whistleblowers are protected from retaliatory measures.
The contact channels are discussed in section S4-2: Engaging with
consumers and end-users, and more detailed information is available
on Pihlajalinna’s website. The Chief Medical Officer is the highest op-
erational decision-maker with regard to healthcare objections com-
plaint process or similar feedback. The results of customer experience
measurements are used in the development activities of the entire
Group in accordance with the customer experience management
model. Pihlajalinna’s management monitors the feedback in general
with monthly reports and is responsible for the development
measures. Pihlajalinna’s website explains the different feedback pro-
cesses and links to any official process descriptions.
The functionality of Pihlajalinna’s contact channels is tested regularly
and, if necessary, they are developed taking into account stakeholder
feedback. Consumers and end-users are involved in the development
of operations and engagement data is collected from them for use in
individual development projects, and it will be used more extensively
in the future. Consumers and end-users have not participated in iden-
tifying experiences or improvements directly based on the company's
performance.
Through the customer feedback channels, customers can give general
feedback on Pihlajalinna’s services or submit a complaint. All feed-
back is processed only by relevant and trusted persons in accordance
with the feedback processes. Identifying personal data is only used if
necessary (e.g. when responding to a complaint) and it is only visible
to limited personnel. Pihlajalinna complies with the Act on the Pro-
cessing of Client Data in Healthcare and Social Welfare. Pihlajalinna
provides its personnel with mandatory data protection and patient in-
formation training. Pihlajalinna’s operations are guided by complaints
practices and, if necessary, individual compensation cases are han-
dled separately. The persons handling healthcare objections, the
complaint process or similar feedback have up-to-date training and
expertise in the proper implementation of the process. If necessary,
the customer will be directed to the official channels listed below.
The wellbeing services counties and the City of Helsinki are responsi-
ble for patient ombudsperson activities, including with regard to pri-
vate service providers. If the customer needs help or advice with writ-
ing a reminder, the patient ombudspersons (formerly patient om-
budsmen) will help. The patient ombudsperson cannot take a stand
on the medical treatment decisions or whether a patient injury has
occurred during treatment. According to section 10 of the Act on the
Status and Rights of Patients (785/1992), a patient who is not satis-
fied with the healthcare or medical care and the related treatment re-
ceived by then has the right to submit a healthcare objection to the
director responsible for healthcare at the healthcare unit in question.
If the customer is dissatisfied with the response to the objection, they
can make an official complaint directly to the Regional State Adminis-
trative Agency or Valvira. An official complaint is a notification of sus-
pected misconduct or negligence that is made to a supervisory au-
thority.
If the customer suspects a patient injury, they can submit a
patient injury notice to the Patient Insurance Centre.
Whistleblowing channel
Pihlajalinna has a confidential whistleblowing channel that can be
used for reporting misconduct and problems in the organisation. For
a more detailed description of the operating principles related to the
whistleblowing channel is available in section G1-1: Business conduct
policies and corporate culture.
Human rights-related impacts
Pihlajalinna is committed to remediating any negative impacts related
to human rights. Pihlajalinna addresses all observations of possible
adverse human rights impacts and any illegal activities that are con-
trary to its values and agreements. Clear processes help to handle
matters systematically so that human rights violations can be ad-
dressed and corrective measures can be taken immediately. Targeted
measures to minimise and prevent negative impacts are defined for
all the most critical potential and actual human rights impacts. Pihla-
jalinna has reviewed the need for corrective measures and possible
measures as part of the human rights due diligence process imple-
mented in 2024.
Pihlajalinna uses internal and external feedback channels and surveys
that enable monitoring the realisation of human rights and compli-
ance in different areas of operations. The management and the sus-
tainability working group review and assess the human rights work
regularly, and related risks are addressed as part of the Group’s risk
management process. The assessment of adverse impacts on human
rights and corrective measures are carried out as part of human rights
due diligence and in cooperation between different functions. Pihla-
jalinna reports on the progress of its human rights work annually in
the sustainability report that is part of the Board of Directors’ report.
Progress with the various areas of the human rights principles is com-
municated regularly, both internally and externally. Pihlajalinna will
also develop the training it offers to its personnel and increase stake-
holder dialogue on the topic. Pihlajalinna’s human rights commitment
and human rights due diligence process can be found on Pihlajalinna’s
website.
Measures (S4-4)
Measures to manage material impacts on consumers and end-users
and to assess the effectiveness of the measures are described below.
The scope of all activities is the company’s own operations, with Fin-
land as the operating area (no other geographical areas). The base
year is 2024 and the baseline values are 2024, as these are the first
reported values. Analysis of the results and justifications: All results
for 2024 are in line with the planned annual target and the achieve-
ment of the long-term target. No other external party has validated
the targets or metrics. For all future actions, the time horizon is fu-
ture financial years or the actions are continuous.
Positive impacts
Clinical quality and impact are among Pihlajalinna’s key strategic pri-
orities. Continuous development enhances dialogue with customers
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
84
and other stakeholders, creates systematic structures and a measure-
ment culture to support the management, development and monitor-
ing of quality and efficacy to ensure safe and effective care for every-
one. Pihlajalinna’s quality management is based on comprehensive
self-monitoring, external quality assurance and comprehensive moni-
toring by the authorities. The realisation and development of patient
safety is evaluated by measuring, for example, deviations, infection
rates, patient injury notifications and the decisions of the Patient In-
surance Centre.
A service provider such as Pihlajalinna must prepare a self-monitoring
programme for the tasks and services for which it is responsible. Read
more in section S4-1: Management of material topics and policies.
Pihlajalinna’s positive impact on customers and end-users is strong,
and it materialises through the health benefits produced for custom-
ers, the effects of which are also visible to society, for example, in the
reduction of the need for expensive specialised care or for employers,
for example, in the avoidance of early retirement. Patient safety
(physical patient safety) and data protection are strong and therefore
also material opportunities, the impact of which is reflected in Pihla-
jalinna’s reputational benefits, among other things. These topics are
regularly assessed in connection with the risk survey, for example.
Equal treatment of customers, privacy, data protection and infor-
mation security, access to high-quality information, health and safety,
non-discrimination, availability of products and services and responsi-
ble marketing have positive impacts. In cooperation with its person-
nel, Pihlajalinna produces and distributes information on social and
healthcare themes that are relevant to society. These measures sup-
port the access of consumers and end-users to high-quality up-to-
date information.
Pihlajalinna has extensive experience in the development and imple-
mentation of impact-based healthcare concepts. Pihlajalinna Syd-
änkaista is an example of effective care that achieves treatment
goals, reduces healthcare costs and morbidity and improves the pa-
tient’s quality of life. Pihlajalinna Sydänkaista carried out a pilot fol-
low-up period in the wellbeing services county of Southwest Finland
in 2023–2024. In addition to the key clinical metrics, the pilot vali-
dated, among other things, the degree of patient engagement and
treatment outcomes.
Negative impacts
The material negative impacts on consumers and end-users are re-
lated to maintaining customers' patient safety and data protection.
The most significant risks are cyber attacks on infrastructure or hard-
ware and the resulting reputational damage and potential liability for
damages. Pihlajalinna defines the most significant information secu-
rity and data protection incidents as follows: Has an impact as a likely
negative risk of losing a strategically significant account or long-term
loss of several customers. In addition, there is a significant loss of per-
sonnel and significant difficulty in recruiting additional staff in the
long term. The aim is that no significant incidents occur annually that
would lead to financial or other losses.
Pihlajalinna takes account of the continuously increasing information
security requirements that come with the development of digital ser-
vices. Pihlajalinna strengthens its information security by applying up-
to-date and secure methods, such as strong authentication practices,
external monitoring and continuous testing. In addition, Pihlajalinna
invests in monitoring and preventive activities through vulnerability
management, for example. Pihlajalinna has adopted a cyber security
development plan that guides the development of information secu-
rity and the monitoring of the targets set for information security in
the coming years. During 2024, Pihlajalinna implemented several sig-
nificant measures to improve information security. These measures
include the restructuring of the organisation, strengthening the infor-
mation security team with new experts and roles. In addition, re-
sources were increased to better respond to growing information se-
curity challenges and ensure rapid response to potential threats. In
2024, a new disaster recovery system was also procured to improve
the organisation’s preparedness for exceptional situations. In addi-
tion, development measures in vulnerability management and the au-
tomation of response to incidents have improved the organisation’s
ability to detect and handle threats quickly and efficiently.
Pihlajalinna has mandatory information security and protection train-
ing for all personnel, including practitioners. In addition, Pihlajalinna
organises topical targeted training for its personnel. Such training was
organised several dozen times during 2024. In addition, training ses-
sions have been held for regional management teams, the HR man-
agement team and the finance department, among others.
Pihlajalinna uses an SOC service provider that monitors and analyses
information security incidents and escalates critical incidents if neces-
sary. Every month, the SOC assesses thousands of information secu-
rity incidents, some of which have been escalated to Pihlajalinna’s
own information security team for further investigation. Incidents are
classified according to criticality. Pihlajalinna’s target for data protec-
tion is zero successful attempts to gain unauthorised access. This tar-
get was achieved in 2024. Customers can report suspected data pro-
tection or information security incidents through feedback systems or
directly to the personnel. All of Pihlajalinna’s operating locations have
a reporting system for the personnel to report any observed data pro-
tection or IT security deviations. The Group has defined procedures
and tools for detecting information security deviations. Additionally,
action plans are in place for exceptional situations.
Each information
security deviation is recorded and processed for further action. The
incident management process is reviewed and updated regularly. It is
of primary importance to Pihlajalinna that customers and end-users
are provided with clear privacy notices and information on how confi-
dential data is processed, and that they have the right to control their
own data. More information on information security and data protec-
tion measures is available in section S4-1: Management of material
topics and policies.
Risks and opportunities
There are significant financial risks related to customers’ privacy, data
protection and information security. The most significant risks are
cyber attacks on infrastructure or hardware and the resulting reputa-
tional damage and potential liability for damages. Pihlajalinna has en-
hanced cooperation between the data protection and information se-
curity teams by establishing a cross-functional cooperation group that
meets regularly. Pihlajalinna has a cyber security development plan in
place that guides the development of information security and the
monitoring of the targets set for information security in the coming
years. The risks related to customers’ privacy, data protection
and in-
formation security are managed using the processes and manage-
ment methods related to data protection and information security
described above.
In addition, the risk related to consumers’ freedom of expression can
manifest itself as damage to reputation or customer satisfaction.
Non-discrimination of customers, the accessibility of services and re-
sponsible marketing are also at the heart of Pihlajalinna’s operations.
The related reputational benefit and, on the other hand, reputational
damage can pose both significant financial risks and opportunities.
Customer equality can be increased by improving the availability of
services through the provision of remote services, even in areas
where in-person services or the expert in question may not be availa-
ble. The provision of diverse and demand-oriented services and im-
proving their availability are an essential part of the development of
operations. Pihlajalinna Sydänkaista is an example of effective care
and potential reputational benefit. As a provider of social and
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85
healthcare services and a listed company, Pihlajalinna places a high
priority on transparent, timely and reliable stakeholder communica-
tions. The cornerstones of Pihlajalinna’s marketing and communica-
tions are professionalism, reliability, truthfulness and up-to-date
medical knowledge.
Patient safety and impact indicators
Results in
2024
Target for
2025
Healthcare objections *
According to section 10 of the Act on the Status
and Rights of Patients (785/1992),
a patient who is not satisfied with the
healthcare or medical care and the related
treatment received by then has the
right to submit a healthcare objection to
the
director responsible for healthcare
at the healthcare unit in question.
8.87 *
< 8.87 *
Official healthcare complaints *
Complaints to the supervisory authority of suspected
misconduct or neglect or dissatisfaction
with the response to the objec-
tion.
0.52*
< 0.52*
Patient injury notifications submitted*
The Finnish Patient Insurance Centre
(PIC) processes all patient injury notifications
concerning healthcare and medical care in
Finland.
0.04 *
< 0.04 *
Compensated patient injuries *
The Finnish Patient Insurance Centre
(PIC) decides on the basis of the legislation on
patient injury whether the patient injury is
compensated and pays compensation
to the person entitled to compensation
in accordance with the law.
0 *
0 *
Personnel safety image (NSS)
(Patient safety perceived
by the personnel in their own unit, which
is asked about in the personnel
survey. Value
range +100
to -100)
+79
+60
Impact metrics
Access to surgery in the target time (2024
target > 76%)
91%
78%
Group healthcare services (2024 target
NPS 80)
84
81
The share of preventive activities by
occupational health physicians in occupational
healthcare
(2024 target 60 %)
70%
> 60 %
Share of preventive work by occupational
health nurses (2024 target 75 %)
83%
> 75 %
Data protection measures aim at
0 detected successful attempts
to gain unauthorised access
0 kpl
0 kpl
Incidents classified as severe
Severe patient injuries
**
0 kpl
Severe data protection and
information security breaches
0 kpl
0 kpl
The number of appointments, objections, official
complaints, patient injury notifications
and compensated patient injuries include
Pihlajalinna’s private
healthcare services. The Group does not necessarily
receive information about objections,
official complaints or patient injury notifications
related to the
operations of practitioners working
at Pihlajalinna’s clinics.
* The number is reported per 100,000 appointments.
** Patient safety events
have been categorised by severity
since December 2024.
Metrics and targets (S4-5)
Pihlajalinna monitors and evaluates the effectiveness of the measures
from the perspective of consumers and end-users through stake-
holder consultations, feedback and testing of processes. Target levels
have been set for the metrics and the development of the results is
monitored regularly, internal reporting at monthly,
quarterly and an-
nual level.
The base year is 2024 and the 2024 values are used as the baseline, as
they are the first reported values. All 2024 results are in line with the
planned annual target and long-term target achievement. No other
external party has validated the targets or metrics.
Patient safety
The goal of patient safety is that care and the care environment do
not cause the patient a hazard or harm that is not related to the care.
Patient safety work is based on risk assessment, continuous develop-
ment of operations and maintaining safety. The realisation and devel-
opment of patient safety is evaluated by measuring, for example, de-
viations, infection rates, patient injury notifications and the decisions
of the Patient Insurance Centre.
Pihlajalinna monitors the number of patient injury notifications and
the decisions of the Patient Insurance Centre solutions in Private
Healthcare Services and joint ventures in Public Services. With regard
to patient safety in surgical operations, Pihlajalinna monitors the
number of treatment-related deep infections in the surgical area,
among other things. The implementation and effectiveness of the
measures is monitored through, for example, customer feedback,
customer surveys, internal and external audits and assessments. In
addition, there are continuous development activities in different ar-
eas of the business.
Severe patient injuries
Pihlajalinna defines the most severe incidents related to patient
safety as follows: Severe patient safety incidents in healthcare are sit-
uations in which the customer/patient experiences serious harm or
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86
dies and which could have been avoided by following the safety rec-
ommendations and instructions. The treatment and examination de-
cisions of an individual physician are assessed on the basis of how an
experienced specialist would have acted in the situation.
The Finnish
Centre for Client and Patient Safety has published hot line (never
event) indicators that reflect events in which the customer/patient
experiences serious harm or dies and which could be avoided by fol-
lowing the safety recommendations and instructions and which
should never happen. The hot line indicators are based on the criteria
of the British NHS and they have been integrated into Pihlajalinna’s
private healthcare services’ HaiPro patient safety incident and hazard
reporting system deployed in December 2024. If the indicators indi-
cate a serious safety incident, the organisation must immediately ini-
tiate corrective and preventive measures. In the HaiPro system, each
grievance and hazardous incident report is classified separately ac-
cording to the harm suffered by the patient, even if the incident does
not include a hot line indicator.
Pihlajalinna set a target of zero significant incidents leading to loss of
information or financial losses for 2024. No significant information se-
curity incidents were observed in 2024. One incident resulted in mi-
nor financial losses. Pihlajalinna defines the most serious data protec-
tion/information security incidents according to how significant finan-
cial or other damage the incidents lead to. A significant incident is de-
fined using the risk significance of the information risk assessment. If
the impact of the incident is significant or very high based on the as-
sessment, it is interpreted as a significant incident. The aim is that no
significant incidents occur annually that would lead to financial or
other losses.
Fast and high-quality care chain
The objective of surgical operations is to implement a quick and high-
quality chain of care, which Pihlajalinna continuously develops. The
aim of the activities is to rehabilitate the customer as quickly as possi-
ble and to restore their work ability after the accident or surgery. Ac-
cess to treatment, the duration of sickness-related absences and re-
habilitation are monitored by means of various tools, which makes it
possible to address deviations and comprehensively develop the op-
erations. Access to treatment within the target time is an important
indicator of the effectiveness of surgical operations and chain of care
for accident insurance customers.
Hospital chief physicians monitor, report and correct overruns of the
service promise times. The implementation of the service promise
time is the regional responsibility of the chief physicians. The target
and results are presented in the attached table.
Preventive healthcare
Pihlajalinna invests in services that can help to reduce prolonged sick-
ness-related absences, permanent disability and human suffering as
well as costs to the employer and society. The prevention of ill health
is in everyone’s interest society-wise and helps to reduce costs in the
long term. Focusing on prevention is a key objective, especially in oc-
cupational healthcare. This is monitored on a vocational group-spe-
cific basis. The target and results are presented in the attached table.
The direction of development is correct and the results achieved are
aligned with the targets. Pihlajalinna will continue to maintain good
practices and actively monitor development needs in the future.
Customer experience
The results of customer experience measurements are used in the de-
velopment activities of the entire Group in accordance with the cus-
tomer experience management model. Pihlajalinna’s management
(management teams, regional and business management) monitors
the overall feedback through monthly and quarterly reports and is re-
sponsible for development measures. In addition, consumers and
end-users are regularly consulted and, on the basis of the feedback
and suggestions received, Pihlajalinna develops its activities and sets
targets and processes to monitor their progress. Customer experience
is Pihlajalinna’s strategic focus, and measuring the customer experi-
ence and feedback process is part of the customer experience man-
agement model. The feedback process highlights topics for service
development. The needs for quality development arising from the
customer interface play a key role in the development of Pihla-
jalinna’s operations. Pihlajalinna follows high data protection prac-
tices in its management model and feedback process.
In addition to
customer feedback provided proactively by the customer, Pihlajalinna
measures the customer experience on a daily basis by means of vari-
ous surveys, SMS or directly in the digital service channel.
Pihlajalinna uses the Net Promoter Score (NPS) to measure the cus-
tomer experience, among others. In the sustainability report, Pihla-
jalinna reports the NPS results and targets for health services for the
coming financial years. Healthcare services include primary care and
specialised care services, both for private healthcare services and
public services (clinic private services, surgical operations, remote
consultations, services in wellbeing services counties). Healthcare ser-
vices do not include wellbeing services or customer service (gym ser-
vices, contact centre). The target and results are presented in the at-
tached table.
At Pihlajalinna, the continuous improvement of the customer experi-
ence consists of regular and up-to-date quality and customer experi-
ence measurements, continuous review of measurement methods,
daily analysis and processing of customer feedback and the reporting
and use of the results
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S4 Links between policies related to consumers and end-users and targets.
During the reporting year, targets and metrics have not been set for all identified impacts, risks and opportunities, but the whole will be reviewed in order to set any targeted targets and metrics during the coming financial
year.
Sustainability
matter
Impacts, risks and opportunities (IRO)
Policy
Result 2024 / Target 2025
Metric
Consumer and
end-user privacy
Maintaining patient safety and
data protection. (cyber attacks
on in-
frastructure and hardware)
Actual and potential
negative impact
Data Protection and Information
Se-
curity Policy.
Risk Management Policy
Data protection and information
security targets:
The number of detected successful intrusion
attempts is zero.
No significant incidents that would result
in financial or other
losses.
Number of successful intru-
sion attempts.
The number of significant inci-
dents.
Annual completion rate of in-
formation security and data
protection training and the
patient data protection exam
(%)
There are significant financial risks related
to customers’ privacy,
data protection and information
security. The most significant
risks
are cyber attacks on infrastructure
or hardware and the resulting
reputational damage and potential
liability for damages.
Risk
Data Protection and Information
Se-
curity Policy
Quality Policy
Risk Management Policy
Data protection and information
security targets.
Data protection and infor-
mation security metrics.
Security of consum-
ers and end-users
Maintaining patient safety and
data protection. (cyber attacks
on in-
frastructure and hardware)
Actual and potential
negative impact
Data Protection and Information
Se-
curity Policy
Quality Policy
Risk Management Policy
Patient safety targets
and data protection and information
se-
curity targets.
Patient safety targets
and
data protection and infor-
mation security targets.
There are significant financial risks related
to customers’ privacy,
data protection and information
security. The most significant
risks
are cyber attacks on infrastructure
or hardware and the resulting
reputational damage and potential
liability for damages.
Risk
Quality Policy
Code of Conduct
Human rights principles
Supplier Code of Conduct
Data protection and information
security targets.
Data protection and infor-
mation security metrics.
Freedom of expres-
sion for consumers
and end-users
The risk related to consumers’
freedom of speech can manifest itself
as reputational damage or customer
satisfaction.
Risk
Code of Conduct
Human rights principles
Group healthcare services, customer experience
(NPS)
Result 2024: 84
Target 2025: 81
Customer experience metric
(Net Promoter Score, NPS)
Access of consum-
ers and end-users
to high-quality in-
formation
In cooperation with its personnel,
Pihlajalinna produces and distrib-
utes information on social and healthcare
themes that are relevant
to society. However,
communication may not jeopardise
the privacy
of customers or employees, data
protection or the security of ser-
vices.
Actual positive impact
The cornerstones of Pihlajalinna’s
marketing and communications are
professionalism, reliability,
truthful-
ness and up-to-date medical
knowledge.
Group healthcare services, customer experience
(NPS)
Result 2024: 84
Target 2025: 81
Customer experience metric
(Net Promoter Score, NPS)
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88
Health and safety
of consumers and
end-users
Pihlajalinna provides customers with health
benefits, society and
employers with savings, access to care
(reducing queues). Patient
safety (physical patient safety)
and positive impact are strong.
Actual and potential
positive impact
Quality Policy
Risk Management Policy
Pihlajalinna aims for an excellent
customer experience in all
service channels and at all business locations.
There are sev-
eral metrics in place with targets set
for the coming years:
Group healthcare services, customer experience
(NPS),
access to surgery in the target time,
Net Safety Score (NSS),
patient safety metrics and proportion
of preventive care.
Customer experience metric
(Net Promoter Score, NPS)
Access to surgical treatment
within the target time
Net Safety Score (NSS)
Patient safety metrics (Objec-
tions, official complaints, pa-
tient injury reports and com-
pensation)
Proportion of preventive care
KL1 (TTH)
Significant compromise of patient safety
Potential negative im-
pact
Quality Policy
Risk Management Policy
Patient safety targets
.
Patient safety metrics
The health, safety and security of customers
are at the heart of
Pihlajalinna’s operations.
Risks related to patient safety
are reputa-
tional damage and potential liability for damages.
Risk
Quality Policy
Risk Management Policy
Code of Conduct
Patient safety targets
and data protection and information
se-
curity targets.
Patient safety metrics and
data protection and infor-
mation security targets.
Protecting children
of consumers and
end-users
Maintaining patient safety and
data protection. (cyber attacks
on in-
frastructure and hardware)
Actual and potential
negative impact
Data Protection and Information
Se-
curity Policy
Risk Management Policy
Patient safety targets
and data protection and information
se-
curity targets.
Data protection and infor-
mation security metrics.
Maintaining patient safety and
data protection. (cyber attacks
on in-
frastructure and hardware)
Risk
Data Protection and Information
Se-
curity Policy
Risk Management Policy
Patient safety targets
and data protection and information
se-
curity targets.
Data protection and infor-
mation security metrics
Non-discrimination
of consumers and
end-users
Equal treatment of customers
Actual positive impact
The Equality and Non-Discrimination
Policy defines Pihlajalinna’s
policies
related to equality and non-discrimi-
nation in all activities related to
working life.
Group healthcare services, customer experience
(NPS)
Result 2024: 84
Target 2025: 81
Customer experience metric
(Net Promoter Score, NPS)
Non-discrimination of customers is also at
the heart of Pihlajalinna’s
operations. The related reputational
damage can pose significant fi-
nancial risks, but on the other hand, reputational
benefits can also
provide opportunities.
Risk and opportunity
Quality Policy
Code of Conduct
Human rights principles
Supplier Code of Conduct
Group healthcare services, customer experience
(NPS)
Result 2024: 84
Target 2025: 81
Customer experience metric
(Net Promoter Score, NPS)
Access to products
and services
The public service system is in a crisis. Pihlajalinna
provides its cus-
tomers, such as society and employers,
with savings through access
to services
Actual positive impact
Quality Policy
No targets in place in 2024.
No metrics in place in 2024.
The availability of services produced
for customers is at the heart of
Pihlajalinna’s operations.
The related reputational benefit and,
on
the other hand, reputational damage can
pose both financial risks
and opportunities.
Risk and opportunity
Quality Policy
Group healthcare services, customer experience
(NPS)
Result 2024: 84
Target 2025: 81
Customer experience metric
(Net Promoter Score, NPS)
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| SUSTAINABILITY STATEMENT
89
Sustainable market-
ing
The cornerstones of Pihlajalinna’s
marketing and communications
are professionalism, reliability,
truthfulness and up-to-date medical
knowledge.
Actual positive impact
Quality Policy
Code of Conduct
Group healthcare services, customer experience
(NPS)
Result 2024: 84
Target 2025: 81
Customer experience metric
(Net Promoter Score, NPS)
Non-discrimination of customers, the availability
of services and re-
sponsible marketing are also at the heart
of Pihlajalinna’s opera-
tions. The related reputational benefit
and, on the other hand, repu-
tational damage can pose both significant
financial risks and oppor-
tunities.
Risk and opportunity
Quality Policy
Code of Conduct
Human rights principles
Group healthcare services, customer experience
(NPS)
Result 2024: 84
Target 2025: 81
Customer experience metric
(Net Promoter Score, NPS)
The scope of all activities is our own operations
and the downstream value chain, with
Finland as the operating area (no other
geographical areas). The base year
is 2024 and the baseline values are 2024,
as these are the first reported
values. Analysis of
the results and justifications: All results for
2024 are in line with the planned annual target
and the achievement of the long-term
target. The targets or
metrics have not been validated
by an external assurance provider.
For all future actions, the time
horizon is future financial years or
the actions are continuous.
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
90
Business Conduct (G1)
The role of the administrative, management and supervisory bodies (ESRS2 GOV-1)
31
Impact, risk and opportunity management related to business conduct (ESRS2 IRO-1)
43
Business conduct policies and corporate culture (G1-1)
91
Political influence and lobbying activities (G1-5)
93
Targets and metrics
94
The role of the administrative, management and
supervisory bodies (ESRS2 GOV-1)
Information on the roles of the administrative, management and su-
pervisory bodies is presented in section ESRS 2 GOV-1: The role of
senior management in sustainability management.
Impact, risk and opportunity management re-
lated to business conduct (ESRS2 IRO-1)
More detailed information on the description of impacts, risks and
opportunities related to business conduct is presented in section
ESRS 2 SBM-3: Material sustainability topics in Pihlajalinna's activities
and their link with the strategy. The materiality assessment process
and process for managing impacts, risks and opportunities related to
business conduct are described in section ESRS 2 IRO-1: Process to
identify and assess material impacts, risks and opportunities.
A double materiality assessment and a risk assessment have been
used in the identification of impacts, risks and opportunities. The
identified material sustainability topics related to business conduct
are corporate culture and political engagement, for which Pihla-
jalinna’s impact is primarily positive and materialises in the short and
medium term.
Corporate culture
Pihlajalinna has an actual positive impact on corporate culture. Pihla-
jalinna manages its material impacts on corporate culture and builds
corporate culture through compliance with the applicable legislation,
regulations issued by the authorities and the rules and regulations ap-
plicable to listed companies, and by training its personnel. These
measures are enhanced by Pihlajalinna’s internal controls. The princi-
ples applied in the company’s operations are also documented in the
Code of Conduct and the anti-corruption and anti-bribery policy.
Training on the Code of Conduct is a mandatory part of Pihlajalinna's
induction training programme. Supervisors’ capabilities to address
problems are developed through training. Pihlajalinna also has inter-
nal controls in place. The company also has a confidential whistle-
blowing channel that can be used to report misconduct and problems
in the organisation.
The company's business operations and strategy do not directly affect
the corporate culture, but they can affect it indirectly. Sustainable
business and a strategy that takes into account the needs of the en-
tire personnel can have a positive impact on corporate culture and
thereby also on business operations.
This subtopic is considered as
an opportunity, as ethical conduct increases trust among stakehold-
ers. Different stakeholders, such as investors, partners, employees
and customers, are of primary importance with regard to ensuring
profitable business. Trust can increase the value of the share, enable
access to financing packages on better terms, improve the availability
of workers, and enhance customer acquisition and retention.
Political engagement
Pihlajalinna has a truly positive impact on political interaction. Pihla-
jalinna actively monitors legislation and its preparation, as well as po-
litical dialogue in general. Pihlajalinna has a long tradition of develop-
ing opportunities in public social and healthcare in collaboration with
the public sector. Pihlajalinna adapts its practices according to legisla-
tion. The Group also adheres to ethical policies in political interaction.
Pihlajalinna is registered in the Finnish Transparency Register to en-
sure transparency in advocacy activities. The Group does not support
political parties or their members.
Political interaction can impact business positively. One of Pihlajalin-
na's strategic focus areas is to act as a partner in public healthcare,
thus ensuring operational conditions in public healthcare. Political in-
teraction can facilitate a more favourable legislative framework for
private healthcare providers, thereby enabling economic benefits.
This topic is seen as an opportunity, although it also carries a reputa-
tional risk in the context of political influence. Both risks and oppor-
tunities can materialise in its operations.
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
91
G1 Connections between governance policies and targets
Sustainability
matter
Impacts, risks and opportunities (IRO)
Policy
Result 2024 / Target 2025
Metric
Corporate culture
(business ethics)
As a large group, Pihlajalinna can spur
the entire industry on.
The sector is highly regulated, which
has created strong ethical
practices in the sector for patient work
and data processing, for
example.
Developing transparent processes,
especially in business, as formal
governance processes must be in place.
Actual positive im-
pact
Quality policy
Code of Conduct
Human rights principles
Supplier Code of Conduct
Anti-Corruption and Anti-Bribery Policy
All employees have completed the
digital Code of Conduct
training. The target is continuous.
Incidents of corruption or bribery: 0.
The aim is to expand stakeholder
discussions to deepen the
understanding of ethical policies and
human rights princi-
ples.
The percentage of employees
who have completed the digi-
tal Code of Conduct training.
Incidents of corruption or
bribery.
Ethical conduct increases trust among stakeholders.
Different
stakeholders, such as
investors, partners, employees
and custom-
ers, are of primary importance with regard
to ensuring profitable
business. Trust can
increase share value, enable access to financ-
ing packages on better terms, improve
the availability of workers,
and enhance customer acquisition and retention.
Opportunity
Political engage-
ment
Pihlajalinna operates strongly in the public
interface and engages
in discussion at different levels.
Sharing information about busi-
ness operations as part of political decision-making
strengthens
the diverse knowledge capital for
decision-makers.
Pihlajalinna has operated as a partner to
the public healthcare sec-
tor for many years.
Actual positive im-
pact
Code of Conduct
Supplier Code of Conduct
Anti-Corruption and Anti-Bribery Policy
Disclosure Policy
Incidents of corruption or bribery: 0.
Incidents of corruption or
bribery.
Political engagement may lead
to a more favourable
legislative
framework for private healthcare
organisations and thus facilitate
economic benefits.
Opportunity
Political engagement may involve
a reputational risk.
Risk
The scope of all activities is our own operations
and downstream value chain, with Finland
as the operating area (no other geographical
areas). The base year is 2024 and the baseline
values are for 2024, as these are the
first reported values. Result
analysis and rationale: All of the results for
2024 are aligned with the achievement of
the planned annual target and the long-term
target. No external party has
validated the targets or
metrics. For all future actions, the time horizon
is future financial
years or the actions are continuous.
Business conduct policies and corporate culture
(G1-1)
Business conduct policies
The sustainability of Pihlajalinna's business conduct is guided by the
applicable legislation and the company's guidelines and policies,
which supplement the legal requirements and provide further specifi-
cation. Pihlajalinna’s Code of Conduct guides the company's manage-
ment, personnel and practitioners. The Code of Conduct describes
the way the company operates, based on the principles of good cor-
porate governance, legal compliance, transparency, fairness and con-
fidentiality. Compliance with these policies and their realisation in the
day-to-day actions of all Pihlajalinna professionals, customers and
other stakeholders enable reliable operating relationships and have a
positive impact on the well-being of customers and the personnel,
thereby contributing to profitable and ethical business.
The realisation of the principles of good governance and legal compli-
ance is monitored regularly at Pihlajalinna as part of internal auditing.
Compliance with the principles of openness and transparency is moni-
tored twice a year by means of the Pihlis Pulse personnel survey,
which examines material issues relating to the openness of the work
community and management and the transparency of operations.
The same survey is also used to examine the realisation of the princi-
ples of fairness and confidentiality in the day-to-day work of Pihla-
jalinna professionals.
In addition to the Pihlis Pulse survey, compliance with policies and
their realisation are monitored in bilateral development discussions
between supervisors and employees. Issues arising from these discus-
sions are also addressed by the management of the organisation in
question as necessary. Compliance with the Code of Conduct and its
realisation are also examined in all management activities, from day-
to-day management to the Management Team and the Board of Di-
rectors. The highest level of accountability lies with the Board of Di-
rectors.
Pihlajalinna’s procurement principles concerning partners are laid
down in a separate Supplier Code of Conduct and separate ethical
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
92
guidelines concerning sports cooperation. The procurement princi-
ples cover five areas: legislation and human rights, the environment,
customers' health and safety, workers'
rights and ethical business.
The most senior level that is accountable for compliance with the pro-
curement principles is the Chief Procurement Officer. The procure-
ment organisation examines the ethical compliance of suppliers of
goods and services as well as other stakeholders as part of procure-
ment decisions and partnership cooperation.
For Pihlajalinna, sustainable business means good corporate citizen-
ship. Operating ethically and sustainably is key to achieving the
Group’s strategic objectives. The company brings economic value to
society by providing efficient and impactful social and healthcare ser-
vices, procuring services and products from local operators, and pay-
ing all taxes in Finland. Pihlajalinna is a significant employer across
Finland. As a provider of healthcare and social welfare services and as
a listed company, Pihlajalinna places a high priority on transparent,
timely and reliable communications, both internally and with external
stakeholders. The cornerstones of Pihlajalinna’s marketing and com-
munications are professionalism, reliability, truthfulness and up-to-
date medical knowledge.
Pihlajalinna is committed to respecting the following international
commitments, principles, guidelines and initiatives:
•
The Universal Declaration of Human Rights by the UN
•
International Labour Organization (ILO) Declaration on Funda-
mental Principles and Rights at Work
•
The UN Guiding Principles on Business and Human Rights
(UNGP) and the Global Compact initiative
•
The OECD Guidelines for Multinational Enterprises on Responsi-
ble Business Conduct
The Group's operations are also guided by the following principles
and guidelines, among others:
•
Governance practices
•
Quality policy, environmental policy and risk management policy
•
Equality and non-discrimination plan
•
Data protection and information security policy and guidelines
•
Disclosure policy and the disclosure rules of Nasdaq Helsinki
•
Marketing guidelines for healthcare services
These commitments, principles, operating guidelines and initiatives
have been incorporated into Pihlajalinna’s operations at every level
as applicable and in such a way that they serve employee well-being,
customers and other stakeholders, and thereby contribute to Pihla-
jalinna's business objectives. Each policy and operating principle is an
integral part of Pihlajalinna’s operations.
The commitments, policies, guidelines and initiatives are integrated
into the company's Code of Conduct and procurement principles, and
they are applied as part of the activities of Pihlajalinna’s management
and the work of immediate supervisors. The implementation of these
guidelines is monitored as part of personnel surveys and discussions,
and any issues identified in the course of these monitoring activities
are referred to the management for evaluation and further pro-
cessing if necessary. If an issue or concern cannot or is preferred not
to be raised without anonymity, Pihlajalinna has a whistleblowing
channel that guarantees full anonymity. The system ensures that inci-
dents and issues are reliably addressed by a group that is appointed
by the management and operates under the leadership of the Chief
Legal Officer.
Corporate culture
Pihlajalinna’s corporate culture is the sum of several components.
The key building blocks of the corporate culture include the com-
pany’s values – ethics, energy and open-mindedness – and Pihlajalin-
na's way of working, which is driven by the values together with the
Code of Conduct established by the company.
Pihlajalinna's leader-
ship principles describe the type of leadership that is aimed for and
valued at Pihlajalinna. These principles have been defined in collabo-
ration with the personnel.
Pihlajalinna's approach to looking after its personnel, customers and
partners, and taking them into consideration, is an integral part of the
company's culture. Communications play an important role, as do the
company's operating models in relation to stakeholders in different
contexts.
Pihlajalinna respects its employees’ right to unionisation and devel-
ops cooperation based on trust and openness with employee repre-
sentatives. The company engages in cooperation with elected em-
ployee representatives, occupational safety and health delegates and
representatives selected by the personnel. Pihlajalinna monitors and
assesses the development of the employee experience with the help
of the twice-yearly Pihlis Pulse personnel survey. More information
on Pihlajalinna’s measures related to the company's own workforce is
provided in the S1 section.
Information on the organisation’s
internal training with re-
gard to business conduct
Training on Pihlajalinna’s Code of Conduct applies to all employees
and private practitioners working at Pihlajalinna. The members of the
Board of Directors have reviewed the Code of Conduct in connection
with the approval process. The training is implemented as an inde-
pendently taken online course in Pihlajalinna’s e-learning environ-
ment, the Pihlajalinna Academy. The training covers Pihlajalinna’s key
ethical principles and encourages the personnel to act responsibly.
Approved completion of the training is required of every Pihlajalinna
professional, and completion of the training is monitored by supervi-
sors. The course completion rates are also subject to regular monitor-
ing by senior management. Necessary measures, such as activation
measures, are agreed upon as needed.
In addition to being the subject of a separate online course, the Code
of Conduct is incorporated into Pihlajalinna’s general induction train-
ing and induction training aimed at supervisors. The induction train-
ing for supervisors is mandatory for all new supervisors, and the com-
pletion of the training is also subject to regular monitoring. A re-
minder is sent to new supervisors at two-month intervals to ensure
that they complete the induction training. Pihlajalinna's Code of Con-
duct includes a commitment to the prevention of bribery and corrup-
tion. The Group Management Team is responsible for ensuring that
the personnel is familiar with the Code of Conduct, and supervisors
are responsible for adherence to the Code of Conduct.
Regular dialogue between the personnel, supervisors, elected em-
ployee representatives and other parties is part of work and day-to-
day operations to maintain openness and trust in a safe work envi-
ronment. The Pihlis Pulse survey is conducted regularly and the re-
sults are monitored all the way up to senior management. By pur-
posefully managing sustainability, Pihlajalinna wants to ensure that
the company operates in a sustainable and ethical manner and ena-
bles the achievement of the targets set for sustainability. The highest
responsibility for the realisation of the policies lies with the Board of
Directors and its People and Sustainability Committee. The most sen-
ior person in charge of compliance with the Code of Conduct is the
company's Chief Legal Officer.
Mechanisms for identifying, reporting and investigating con-
cerns
Pihlajalinna has an operating model in place for the management of
harassment and inappropriate treatment. The model and the related
principles are communicated to the entire personnel. Supervisors and
occupational safety and health delegates receive training on how to
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
93
identify and address harassment and inappropriate treatment. Super-
visors are responsible for the monitoring of working conditions. At-
tention is paid to working conditions in accordance with the operat-
ing model for the management of inappropriate treatment. The oper-
ating model for the management of harassment and inappropriate
treatment is the subject of dialogue with personnel representatives in
compliance with the Act on Co-operation within Undertakings. Inap-
propriate behaviour or actions are not tolerated in any form. Pihla-
jalinna’s intranet provides access to instructions on what to do if in-
appropriate behaviour is encountered. Professional behaviour at
work prevents inappropriate treatment. The key is for everyone to
operate in accordance with the rules, instructions and schedules rele-
vant to their work, and to take the initiative to offer
and request help.
The channels available to the personnel for raising concerns are de-
scribed in more detail in the section on Pihlajalinna's own workforce
(S1) of this report.
Incidents identified as harassment or inappropriate treatment are
handled objectively and confidentially in consultation with all of the
parties concerned. Consistent decisions and measures are taken to
put a stop to inappropriate treatment. The parties involved in any in-
cident of harassment or inappropriate treatment, and the supervisor
concerned, can request assistance and support from the occupational
safety and health delegate, the elected employee representative, the
occupational safety and health manager, the HR administration and
occupational healthcare as necessary. The supervisor, or a person
designated by the supervisor, will investigate the incident confiden-
tially and without prejudice, as quickly as possible, primarily through
discussion with the persons concerned and, if necessary, through
other means. A memorandum is prepared on the discussions. The
methods and timing of following up on the agreed measures are
agreed upon with the parties concerned, and the supervisor informs,
to the extent deemed necessary, the other members of the work
community of the processing of the matter and its progress at a gen-
eral level if the supervisor considers the matter to be of significance
to the well-being of the work community as a whole. The parties con-
cerned are informed in advance of any measures to inform the work
community.
Whistleblower protection
Pihlajalinna aims to operate responsibly, in compliance with the law
and in line with the Group's ethical values in all circumstances. Pihla-
jalinna has an anonymous whistleblowing channel for reporting mis-
conduct or illegal actions. The Group's personnel, customers and
other stakeholders can use the channel to safely report any miscon-
duct or violations of the company's values they have observed. The
whistleblowing channel is accessible to stakeholders via Pihlajalinna’s
website.
If any irregularities are observed in the company’s operations, the in-
formation is processed immediately. All reports are processed appro-
priately and confidentially. According to the law,
a person who has
submitted a report through the whistleblowing channel may not be
retaliated against for submitting a report. The whistleblower is always
protected and the identities of the subject of the report and any
other parties mentioned in the report are processed in strict confi-
dentiality. The reports are only seen by the persons designated to
process them. Where necessary, other experts may be used in the in-
vestigation of whistleblower reports to ensure that they are pro-
cessed appropriately.
The aforementioned whistleblowing channel and the anonymity it
provides are deemed adequate at Pihlajalinna, and the company has
not considered it necessary to introduce any separate lines of opera-
tion.
Description of functions that are most at risk in respect of cor-
ruption and bribery
Pihlajalinna drew up a separate anti-corruption and anti-bribery pol-
icy in late 2024, and the policy was approved by the Management
Team at the end of 2024. The policy was implemented in December
2024. Themes related to this topic were previously addressed in
Pihlajalinna's Code of Conduct. The new policy is aligned in its essen-
tial aspects with the UN Convention against Corruption.
No incidents of corruption or bribery have been detected at Pihla-
jalinna. Therefore, based on the company's experience, no specific
function can be identified as being most at risk. On a theoretical level,
incidents of corruption could be possible in the procurement organi-
sation, which is responsible for the entire Group's procurement deci-
sions and their supervision under the leadership of the Chief Procure-
ment Officer. Pihlajalinna’s Code of Conduct, Supplier Code of Con-
duct and the new anti-corruption and anti-bribery policy state that all
forms of corruption are prohibited. Pihlajalinna considers the general
risk of corruption to be low and has therefore not assessed the topic
to be material. Pihlajalinna operates in Finland, where the risk of brib-
ery and corruption is generally low. (Transparency International Cor-
ruption Perceptions index)
Political influence and lobbying activities (G1-5)
Pihlajalinna does not support any political activities and is therefore
politically independent. Pihlajalinna was registered in the EU Trans-
parency Register in autumn 2024 (register number: PIH-24-1415-R).
Actual reporting on the topic will take place from 2025 onwards.
Pihlajalinna's political lobbying activities can be considered to be mi-
nor. Pihlajalinna is a member of the Finnish Association of Private
Care Providers (HALI), which represents companies and organisations
that produce social and healthcare services. HALI is a member of the
Confederation of Finnish Industries EK. Pihlajalinna is also a member
of the industry association Lääkäripalveluyhdistys LPY. Pihlajalinna
does not have a statutory obligation to be a member of a Chamber of
Commerce or any other advocacy organisation.
The Executive Vice President, Communications and Sustainability is
the senior representative in charge of matters related to political in-
fluence and lobbying activities. All discussions, meetings or topics re-
lated to the subject are reviewed to the extent deemed necessary
with the Management Team and business management.
The busi-
ness and business management engage in interaction with the Execu-
tive Vice President, Communications and Sustainability. The Executive
Vice President, Communications and Sustainability communicates the
matter in question to the extent deemed necessary to the senior
management, such as the Board of Directors and the Management
Team.
Information on the most important topics related to lobbying
activities and the company’s most significant views
The overarching theme of Pihlajalinna’s political influence activities is
to ensure the operating conditions of the multi-producer model, i.e.
cooperation between public and private healthcare services. Utilising
all existing healthcare resources in society not only promotes Pihla-
jalinna’s business activities but also contributes to reducing the costs
of healthcare in the national economy and promoting citizens’ well-
being through timely access to care. In 2024, efforts were made to
promote Pihlajalinna’s operating conditions under two separate
themes related to regulatory changes and promoting the operating
conditions of the wellbeing services counties.
Reform of the Health Care Act, the Hospital Decree and the multi-
producer model
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
94
In the organisation of healthcare services, the wellbeing services
counties should be given as much flexibility as possible in service pro-
duction, and no feasible methods should be ruled out in the applica-
ble legislation. Legislation should enable different forms of ownership
and production also in hospital operations, and avoid restrictions per-
taining to the temporary nature of operations or medical terms being
subject to interpretation.
The financing model of the wellbeing services counties
The current financing model of the wellbeing services counties needs
to be overhauled. The current financing model is based on morbidity
and rewards wellbeing services counties on the basis of services per-
formed without ensuring effectiveness. The operating model in-
creases costs and has an adverse impact on the health of citizens.
Pihlajalinna has operated as a partner to the public healthcare sector
for many years. The company has experience and evidence of how to
ensure, together with the public sector, the best possible service
structure from the perspective of overall effectiveness, in terms of
both health impact and cost efficiency.
Targets
and metrics
Pihlajalinna's Code of Conduct training is mandatory for all Pihla-
jalinna professionals. In 2024, the digital training was completed by
59%. The target was for the digital training to be completed by a mini-
mum of 70% of the personnel by the end of 2024. Going forward, the
target for the completion rate of Code of Conduct training 100%. No
external party has validated the targets or metrics.
Pihlajalinna was not subject to any decisions, court judgments, fines
or similar penalties for violations related to corruption or bribery. In-
formation on cases and legal action is compiled by the legal depart-
ment. No cases of such type were pending, nor were any reported to
the auditors, who are otherwise reported to with regard to any dis-
putes, criminal cases and other legal proceedings.
Pihlajalinna has no reportable information regarding political dona-
tions in cash or in-kind.
.
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
95
Policy name
Key contents and general objectives
Follow-up process
Highest decision-
making party
Related sustainability
topics
Code of Conduct
The Code of Conduct describes the key values
and principles that workers are ex-
pected to follow.
The aim of the Code of Conduct is to establish
clear ethical stand-
ards that cover all aspects of Pihlajalinna’s
operations and day-to-day
work. This is
complemented by our human rights policy,
which reinforces our commitment
to
respecting human rights in all of our activities and
in the sphere of influence of our
operations, and to eradicate
all forms of modern slavery,
forced labour,
trafficking
in human beings and child labour in accordance
with the ILO Declaration on Funda-
mental Principles and Rights at Work.
Pihlajalinna has signed the UN Global Com-
pact initiative's Guiding Principles on Business and
Human Rights. The Code of Con-
duct also includes themes related to corruption
and bribery, for which
there is also
a separate policy.
Pihlajalinna has a confidential whistleblowing
channel that can be used for report-
ing misconduct and problems in the organisation.
Every Pihlajalinna employee
must complete mandatory training on
the Code of Conduct and commits to com-
plying with the Code, which also entails respecting
human rights. Pihlajalinna’s
le-
gal affairs unit is responsible
for processing whistleblower notifications,
and the
Board of Directors monitors
messages submitted via the whistleblowing
channel
and the
actions taken in response to them.
The Group Management Team
is responsible
for ensuring that the personnel are
familiar with the Code of Conduct, and
supervi-
sors are responsible for adherence
to the Code of Conduct.
Board of Directors
G1 Governance
S1 Own workforce
S4 Customers and end-
users
Supplier Code of Conduct and
ethical sports cooperation
policy
The Supplier Code of Conduct describes our expectations
of suppliers and partners
to conduct business in an ethical and socially responsible
manner. It covers
five ar-
eas: legislation and human rights, environment,
customer health and safety,
em-
ployee rights
and ethical business including anti-corruption
and anti-bribery. Ser-
vice providers, suppliers and partners
are obliged to follow the principles.
Monitoring commitment to the Supplier Code
of Conduct is part of the supplier
management process and agreements.
A systematic monitoring process
is under
development and therefore was
not yet complete during the reporting
year.
Pihlajalinna's CEO
G1 Governance
Anti-Corruption and Anti-
Bribery Policy
Pihlajalinna drew up a separate anti
-corruption and anti-bribery policy in late
2024,
and the policy was approved by the Management
Team at the end
of 2024. The
new policy is essentially aligned with the UN Convention
against Corruption. The
theme of the anti-corruption and anti-bribery policy
is also included in the Code of
Conduct.
The anti-corruption and anti-bribery policy
was adopted at the end of the reporting
year and the monitoring process will be deployed
during 2025.
Board of Directors
G1 Governance
Human rights principles
Pihlajalinna’s human rights policy
reinforces Pihlajalinna’s
commitment to respect-
ing human rights in all of activities and in the sphere
of influence of operations,
and to eradicate all forms of
modern slavery,
forced labour,
trafficking in human
beings and child labour in accordance with the
ILO Declaration on Fundamental
Principles and Rights at Work.
These human rights principles describe how Pihlajalinna
fulfils its obligation to re-
spect human rights and implement continuous
human rights due diligence, and
how Pihlajalinna promotes stakeholder
cooperation, corrective
measures and the
available grievance mechanisms. Pihlajalinna’s
human rights policy is available
The human rights risk assessment is reviewed
annually and is part of the continu-
ous development of operations. This
ensures that Pihlajalinna responds
to any
changes in the business environment.
PIhlajalinna's various functions actively monitor and
work for human rights, includ-
ing the legal service, HR department, procurement
and the communications and
sustainability team.
Board of Directors
S1 Own workforce
S4 Customers and end-
users
Personnel Policy
The Personnel Policy compiles the
most important operating principles
in different
HR areas. The Personnel Policy
includes requirements and expectations
for the
Group’s operations
so that our personnel can perform
meaningful work in a well-
managed and healthy work community.
At Pihlajalinna, the implementation of
policies aligned with the Personnel Policy
is
monitored and assessed regularly through
personnel surveys and discussions with
personnel representatives.
The Group’s Chief
People and Culture Officer is the owner of the Personnel
Policy.
Group HR is responsible for updating/amending
the policy.
Board of Directors
G1 Governance
S1 Own workforce
Equality policy
The Equality and Non-Discrimination Policy
defines Pihlajalinna’s policies
related to
equality and non-discrimination in all activities related
to working life.
At Pihlajalinna, equality and non-discrimination are
regularly monitored and as-
sessed through employee surveys and by
collecting and analysing statistics
on the
placement of women and men in different
personnel groups and positions. The
survey of wages and pay gaps
is carried out as part of the monitoring, and these
statistics are included in the equality and
non-discrimination plan.
The Group’s Chief
People and Culture Officer is the owner of the
Equality and Non-
Discrimination Policy. Group
HR is responsible for updating/amending the
policy.
Board of Directors
G1 Governance
S1 Own workforce
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
96
Risk management policy
Pihlajalinna’s risk management is
guided by the Group’s
Risk Management Policy.
Continuity plans are prepared for
the most important risks. Pihlajalinna describes
the significant near-term risks and uncertainties
related to its business in its in-
terim reports and Board of Directors'
report. Pihlajalinna uses quality management
systems to support risk management.
Pihlajalinna describes the significant near-
term risks and uncertainties related
to its business in its interim reports and Board
of Directors' report.
The Group Management Team
regularly assesses risks, refines risk
reporting if nec-
essary and reports on key risks to the
Board of Directors. The Board
of Directors
annually verifies that risk management is up
to date. Pihlajalinna describes the sig-
nificant near-term risks and uncertainties
related to its business in its interim
re-
ports and Board of Directors' report.
The Group Management Team
regularly as-
sesses risks, refines risk reporting if necessary and
reports on key risks to the Board
of Directors.
Board of Directors
G1 Governance
S1 Own workforce
S4 Customers and end-
users
Quality policy
Pihlajalinna’s quality policy and quality control
system support the strategy
of
Pihlajalinna Group. The aim is to ensure that
Pihlajalinna's operations comply with
valid legislation, authoritative regulations
and any licences and requirements
of the
industry. Pihlajalinna’s
quality management is based on comprehensive
self-moni-
toring, external quality assurance and
comprehensive monitoring by the authori-
ties. The quality policy is owned by the Group’s
Quality Director, who
is responsible
for updating the policy and changes made
to it.
The quality policy includes the following certificates:
ISO9001 certificate: Private clinic operations,
occupational health services, hospital
operations, inpatient ward operations,
service housing with 24-hour assistance
(Ikipihlaja, Uniikki), in-house support services and management
and development.
ISO27001 certificate: Pihlajalinna Dextra
private clinic.
ISO14001 Environmental management
system: Private healthcare
services
Pihlajalinna's management agrees to comply
with the requirements and monitors
the development of customer experiences,
medical quality, employee
satisfaction
and process quality and takes the necessary
action needed to fulfil the quality-re-
lated objectives.
Pihlajalinna's management is committed
to constantly improving operations
and
the quality management system and
creates the prerequisites for
achieving the
quality-related objectives.
Chief Medical Officer
G1 Governance
S1 Own workforce
S4 Customers and end-
users
Data Protection and Infor-
mation Security Policy
The purpose of the Data Protection and
Information Security Policy is to
ensure
that all personal data and other confidential
information is processed securely
and
lawfully. The organisation
is committed to complying with the
ISO27001 standard
and other similar initiatives that support the implementation
of information secu-
rity and data protection. This is described
in the Data Protection and Information
Security Policy.
The implementation of data protection
and information security is continuously
monitored. Each employee is responsible
for the implementation of data
protec-
tion and information security and required
to report any threats or deviations
they
observe.
The Chief Medical Officer is responsible for
data protection. The Chief Information
Officer is responsible for information
security. Operations
are guided by the ap-
pointed Data Protection and
Information Security Director.
Pihlajalinna's CEO
G1 Governance
S1 Own workforce
S4 Customers and end-
users
Environmental Policy
Pihlajalinna Group’s Environmental
Policy sets out the policies for environmental
management and practices, such
as the identification of the environmental
im-
pacts of Pihlajalinna’s operations
and the continuous development of operations.
Pihlajalinna’s Environmental
Policy defines our commitment to environmental
ef-
forts and guides decision-making. Operations
are based on the ISO 14001 environ-
mental management framework,
which, as part of Pihlajalinna’s
joint management
system, creates uniform
operating methods for the Group.
Pihlajalinna’s private
healthcare services, i.e. private clinics,
occupational health services and hospitals,
are certified under the ISO 14001 environmental
management standard.
Together with the
Quality Director,
the Chief Legal Officer maintains a
list of acts
and decrees concerning Pihlajalinna’s
environmental aspects. Environmental
as-
pects are reviewed once a year by
the person in charge. Environmental
officers
have been appointed for
private clinics and hospital service locations.
They see to
taking environmental aspects into
account in the unit’s operations
and monitoring
the implementation of the environmental
programme. They convene once
a
month with external waste manageme
nt experts to review and develop
location-
specific environmental plans and guidelines.
Communications and
Sustainability Direc-
tor
E1 Climate change miti-
gation and adaptation
S1 Own workforce
S4 Customers and end-
users
Whistleblowing channel in-
structions for users
Pihlajalinna's confidential whistleblowing channel
can be used for reporting mis-
conduct and grievances in the organisation.
The whistleblowing channel is imple-
mented in partnership with a neutral
third party to ensure that the anonymity
of
the person who submits the report is maintained.
The neutral party is only respon-
sible for the technical provision of
the service, not receiving the reports. Reports
can only be viewed by the persons designated
to handle reports, and all reports
are handled appropriately and confidentially.
Confidentiality regarding the identity
of the person who submits the report, the
person who is the subject of the report
and any other parties mentioned in the report
is maintained. The whistleblowing
channel is available on Pihlajalinna’s
website and the intranet for personnel,
and its
operations is regularly communicated
to the personnel and stakeholders.
Reports
can be submitted in Finnish, Swedish
and English.
All reports are processed appropriately
and confidentially. We
always maintain
confidentiality regarding the identity
of the person who submits the report,
the
person who is the subject of the report and
any other parties mentioned in the re-
port. The reports are only seen by the persons
designated to process them. Where
necessary, other experts may
be used in the investigation
of whistleblower reports
to ensure that they are processed
appropriately.
Chief Legal Officer
G1 Governance
S1 Own workforce
S4 Customers and end-
users
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
97
Remuneration Policy
Pihlajalinna's Remuneration Policy
is a remuneration policy for governing
bodies as
referred to in the Limited
Liability Companies Act, the Securities Markets Act
and
the Corporate Governance Code. It sets
out the principles for the remuneration
of
the members of the Board of Directors
and the CEO. The main principle of the Re-
muneration Policy is that the remuneration
of the Board of Directors and the CEO
should promote the achievement of the
Group's objectives and offer
a fair, engag-
ing and competitive system which
adheres to the market practices
in its extent and
structure.
The purpose of all remuneration at Pihlajalinna
Group is to encourage good
perfor-
mance and motivate the personnel to work
long-term to achieve the company’s
goals. Remuneration is one of the factors
that the Group uses to ensure that
we
have talented and motivated
people for each position at all levels of
the organisa-
tion. These principles also apply to the remuneration
of Board members and the
CEO. However,
the characteristics required
of Board members and the CEO and the
measurement of success in these positions differ
significantly from most other po-
sitions in the Group. The terms of employment
of the Group’s employees
have no
effect on this Remuneration
Policy.
Pihlajalinna’s General Meeting
decides on the remuneration paid
to the members
of the Board of Directors. The proposal
for the remuneration of the Board
mem-
bers is prepared by the Shareholders’
Nomination Board. Assisting the Board of
Di-
rectors, the People and Sustainability
Committee prepares the
principles applied to the remuneration of
the CEO. Pihlajalinna's Board of Directors
annually confirms the amount, targets
and criteria for performance bonuses.
General Meeting of
Pihlajalinna Plc
ESRS2
Disclosure Policy
The Disclosure Policy approved by Pihlajalinna
Plc’s Board of Directors
describes
the key principles and operating
methods according to which the Group
operates
in investor communications and
financial reporting. Pihlajalinna Group’s
goal is to
ensure that all market participants
have access to relevant and sufficient
infor-
mation about factors affecting
the price of Pihlajalinna’s shares.
In its communica-
tions, Pihlajalinna Group complies with EU and
Finnish legislation, the rules of
Nasdaq Helsinki Ltd, the guidelines and regulations
of the Financial Supervisory Au-
thority and other authorities, the Corporate
Governance Code for listed companies
and the company’s corporate
governance principles, insider guidelines and other
guidelines.
Pihlajalinna’s principles for
investor communications
are timeliness, reliability,
transparency,
consistency and fairness. The Group
communicates clearly and com-
prehensively about both positive and negative
matters. Pihlajalinna publishes re-
leases as soon as possible and simultaneously to both
the market and its key stake-
holders. The Group publishes all stock exchange
releases and investor news in
Finnish and English.
The Disclosure Policy is reviewed
and updated as necessary.
The Board of Directors
reviews and approves the financial
statements and interim reports.
In addition, the
Board of Directors approves
significant stock exchange
releases, such as the CEO’s
appointment announcement. Other stock
exchange releases are approved
by the
CEO or CFO.
Board of Directors
ESRS2
G1 Governance
The scope of all policies is own personnel
and operations in Finland (no other geographical
areas), excluding the Supplier Code
of Conduct, which covers suppliers.
The financial resources associated with
all current and planned policies are human
resources.
The policies are available on the website
and intranet.
REPORT BY THE BOARD OF DIRECTORS
| SUSTAINABILITY STATEMENT
98
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
99
Financial statements
1 Jan–31 Dec 2024
CONTENTS
Main statements included in the consolidated financial statements,
IFRS
___
Consolidated statement of comprehensive income, IFRS
100
Consolidated statement of financial position, IFRS
101
Consolidated statement of cash flows, IFRS
102
Consolidated statement of changes in equity, IFRS
103
Notes to the consolidated financial statements, IFRS
___
Category
No.
Description
General accounting policies
104
New and revised standards and interpretations applied
in the past financial year
104
New and revised standards and interpretations to be
applied in future financial years
105
Income statement
1
Segment information
107
Income statement
2
Revenue from contracts with customers
107
Income statement
3
Other operating income
111
Income statement
4
Materials and services
111
Income statement
5
Employee benefit expenses and the number of personnel
112
Income statement
6
Share-based
payments
112
Income statement
7
Other operating expenses and audit fees
113
Income statement
8
Depreciation, amortisation and impairment
113
Income statement
9
Financial income
114
Income statement
10
Financial expenses
114
Income statement,
taxes
11
Income taxes
114
EPS
12
Earnings per share
115
Statement of financial position
13
Property, plant and equipment
115
Statement of financial position
14
Intangible assets
117
Statement of financial position
15
Right-of-use assets
120
Statement of financial position
16
Other non-current receivables
121
Statement of financial position
17
Trade receivables and other receivables (current)
121
Statement of financial position
18
Provisions
122
Statement of financial position
19
Trade and other payables
123
Balance sheet, taxes
20
Deferred tax assets and liabilities
123
Equity
21
Financial assets and liabilities by measurement category
126
Equity
22
Notes on equity
128
Equity
23
Financial liabilities
129
Equity
24
Changes in financial liabilities with no impact on cash flow
129
Equity
25
Capital management
129
Risk management
26
Financial risk management
130
Group structure
27
Acquired business operations and divestments
133
Group structure
28
Subsidiaries and material non-controlling interests
135
Group structure
29
Interests in associates and joint arrangements
136
Other
30
Contingent assets and liabilities and commitments
136
Group structure
31
Subsidiaries
137
Other
32
Related party transactions
138
Other
33
Events after the balance sheet date
139
Parent company financial statements,
FAS
___
Parent company income statement FAS
140
Parent company balance sheet FAS
141
Parent company cash flow statement FAS
141
Parent company notes to financial statements,
FAS
___
Parent company notes to financial statements, FAS
142
Date of and signatures to the report by the board of directors and
the financial statements
148
___
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
100
Consolidated statement
of comprehensive income, IFRS
EUR 1,000
Note
1–12/2024
1–12/2023
Revenue
2
704,447
719,984
Other operating income
3
3,800
7,532
Materials and services
4
-200,369
-255,231
Employee benefit expenses
5
-321,203
-322,760
Other operating expenses
7
-85,141
-76,559
Share of profit in associated companies and joint ventures
29
-26
-478
EBITDA
101,508
72,487
Depreciation, amortisation and impairment
8
-53,018
-51,906
Operating profit (EBIT)
48,489
20,581
Financial income
9
1,090
355
Financial expenses
10
-10,930
-12,749
Financial income and expenses
-9,840
-12,394
Profit before taxes
38,649
8,187
Income tax
11
-8,497
-3,587
Profit for the period
30,152
4,600
Attributable to:
To the owners of the parent company
27,359
5,729
To non-controlling interests
2,793
-1,129
Earnings per share calculated on the basis of the result for
the period attributable to the owners of the parent company
(EUR)
Basic
12
1.13
0.19
Diluted
1.13
0.19
Consolidated statement
of comprehensive income
EUR 1,000
Note
1–12/2024
1–12/2023
Profit for the period
30,152
4,600
Other comprehensive income that will be reclassified subse-
quently to profit or loss
Cash flow hedge
26
-1,961
-1,768
Recorded in equity
-981
-1,020
Transferred to income statement
-980
-748
Income tax on other comprehensive income
392
354
Other comprehensive income for the reporting period
-1,569
-1,415
Total comprehensive income for the reporting period
28,583
3,185
Attributable to:
To the owners of the parent company
25,790
4,314
To non-controlling interests
2,793
-1,129
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
101
Consolidated statement
of financial position, IFRS
EUR 1,000
Note
31 Dec 2024
31 Dec 2023
ASSETS
Non-current assets
Property, plant and equipment
13
63,565
65,807
Goodwill
14
254,875
251,773
Other intangible assets
14
15,731
21,071
Right-of-use assets
15
185,091
203,932
Interests in associates
29
26
1,591
Other investments
166
168
Other receivables
16
5,532
6,088
Deferred tax assets
20
7,746
14,595
Total non-current assets
532,732
565,025
Current assets
Inventories
4
4,503
4,460
Trade and other receivables
17
61,156
61,498
Current tax assets
866
1,998
Cash and cash equivalents
30,908
24,517
Total current assets
97,434
92,473
Total assets
630,166
657,498
EUR 1,000
Note
31 Dec 2024
31 Dec 2023
EQUITY AND LIABILITIES
Equity attributable to owners of the parent
Share capital
80
80
Fair value reserve
1,107
2,676
Reserve for invested unrestricted equity
116,520
116,520
Hybrid loan
20,000
20,000
Retained earnings from previous years
5,654
3,032
Profit for the financial year
27,359
5,729
Equity attributable to owners of the parent company
170,720
148,036
Non-controlling interests
-1,769
-3,445
Total equity
22
168,951
144,591
Deferred tax liabilities
20
7,901
8,452
Provisions
18
2,519
123
Lease liabilities
23
180,887
199,834
Financial liabilities
21
114,573
144,546
Other non-current liabilities
516
666
Total non-current liabilities
306,396
353,620
Trade and other payables
19
121,085
125,333
Current tax liabilities
798
119
Provisions
18
66
84
Lease liabilities
23
31,047
30,754
Financial liabilities
21
1,823
2,996
Total current liabilities
154,820
159,287
Total liabilities
461,216
512,907
Total equity and liabilities
630,166
657,498
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
102
Consolidated statement
of cash flows, IFRS
EUR 1,000
Note
1–12/2024
1–12/2023
Cash flow from operating activities
Profit for the period
30,152
4,600
Taxes
11
8,497
3,587
Depreciation, amortisation and impairment
8
53,018
51,906
Financial income and expenses
9, 10
9,840
12,394
Other
273
6,450
Net cash generated from operating activities before change in working capital
101,781
78,937
Change in working capital
-2,146
25
Interest received
724
409
Paid and received taxes
484
-370
Net cash flow from operating activities
100,842
79,002
Cash flow from investing activities
Investments in tangible and intangible assets
-11,029
-22,859
Proceeds from disposal of tangible and intangible assets and prepayments
912
311
Changes in other receivables and investments
-15
-34
Sale of subsidiaries with time-of-sale liquid assets deducted
27
0
7,657
Granted loans and repayments
12
-2,078
Dividends received
31
3
Acquisition of subsidiaries less cash and cash equivalents at date of acquisition
27
-2,202
-1,460
Net cash flow from investing activities
-12,289
-18,460
Cash flow from financing activities
Changes in non-controlling interests
27
-172
-262
Acquisition of own shares
22
-937
0
Proceeds from long-term borrowings
24
110,000
5,000
Repayment of long-term borrowings
24
-142,560
-33,975
Repayment of lease liabilities
24
-32,068
-31,825
Interest and other financial expenses
-11,873
-6,178
Dividends paid and other profit distribution
22
-2,152
-1,480
Proceeds from hybrid bond
22
0
20,000
Hybrid bond interest and expenses
22
-2,400
-432
Net cash flow from financing activities
-82,161
-49,153
Changes in cash and cash equivalents
6,392
11,389
Cash at beginning of period
24,517
13,128
Cash at end of period
30,908
24,517
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
103
Consolidated statement
of changes in equity,
IFRS
Equity attributable to owners of the parent company
EUR 1,000
Note
Share
capital
Reserve for
invested
unrestricted equity
Fair
value
reserve
Hybrid bond
Retained
earnings
Non-controlling
interests
Equity
Total
Total equity,
1 Jan 2023
80
116,520
4,090
3,290
-1,092
122,888
Profit for the period
5,729
-1,129
4,600
Other comprehensive income items for the period
26
-1,415
-1,415
Total comprehensive income for the period
-1,415
5,729
-1,129
3,185
Dividends paid
-
-730
-730
Share-based benefits
6
299
299
Total transactions with owners
299
-730
-431
Changes in NCI without a change in control
27
-202
-347
-550
Other changes
77
-146
-70
Total changes in subsidiary shareholdings
-126
-494
-619
Proceeds from hybrid bond
22
20,000
20,000
Hybrid bond interests and expenses
22
-432
-432
Total equity,
31 Dec 2023
80
116,520
2,676
20,000
8,760
-3,445
144,591
Equity attributable to owners of the parent company
EUR 1,000
Note
Share
capital
Reserve for
invested
unrestricted equity
Fair
value
reserve
Hybrid bond
Retained
earnings
Non-controlling
interests
Equity
Total
Total equity,
1 Jan 2024
80
116,520
2,676
20,000
8,760
-3,445
144,591
Profit for the period
27,359
2,793
30,152
Other comprehensive income items for the period
26
-1,569
-1,569
Total comprehensive income for the period
-1,569
27,359
2,793
28,583
Dividends paid
-1,579
-1,109
-2,688
Acquisition of own shares
-937
-937
Share-based benefits
6
1,407
1,407
Investments in group subsidiaries
-3
-3
Total transactions with owners
-1,109
-1,112
-2,220
Changes in NCI without a change in control
27
-166
-6
-172
Other changes
88
-
88
Total changes in subsidiary shareholdings
-78
-6
-84
Proceeds from hybrid bond
22
-
0
Hybrid bond interests and expenses
22
-1,920
-1,920
Total equity,
31 Dec 2024
80
116,520
1,107
20,000
33,013
-1,769
168,951
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
104
General accounting
policies
Company profile
Pihlajalinna is one of the leading private social and healthcare service
providers in Finland.
The Group serves private persons, companies,
insurance companies and public sector entities. Pihlajalinna provides
a broad range of social and healthcare services as well as wellbeing
services. The service selection includes general practitioner and medi-
cal specialist services, occupational healthcare, social and healthcare
outsourcing, fitness centre services, responsible doctor and remote
consultation services as well as residential services and staffing ser-
vices.
At the end of the financial year, the total number of Pihlajalinna’s
private clinics, hospitals, dental clinics, fitness centres and service
housing units with 24-hour assistance was approximately 160. In ad-
dition, Pihlajalinna has four major complete social and healthcare
outsourcing agreements that collectively cover some 40 locations (in-
cluding health centres, maternity and child health clinics, service
housing units with 24-hour assistance and daytime activity centres).
The Group’s parent company,
Pihlajalinna Plc
, is a Finnish public
limited company established under the laws of Finland, whose
Business ID is 2617455-1. The company is domiciled in Tampere, and
its registered address is
Kehräsaari B, FI-33200
Tampere,
Finland
.
Pihlajalinna Plc
’s shares are listed on the NASDAQ OMX Helsinki main
market. A copy of the consolidated financial statements is available
on the internet at investors.pihlajalinna.fi or can be obtained at the
head office of the Group’s parent company,
address Kehräsaari B,
33200 Tampere,
Finland
.
The Board of Directors of Pihlajalinna
Plc
approved these financial
statements in its meeting on 19 March 2025. In accordance with the
Finnish Limited Liability Companies Act, the shareholders may adopt
or reject the financial statements at the Annual General Meeting held
after their publication and if needed, return the financial statements
to the Board of Directors for modifications.
Basis of preparation
The consolidated financial statements have been prepared in accord-
ance with the International Financial Reporting Standards (IFRS), and
their preparation complies with the IAS and IFRS as well as SIC and
IFRIC interpretations effective on 31 December 2024. International Fi-
nancial Reporting Standards, as intended in the Finnish Accounting
Act and the regulations issued pursuant to the Act, refer to the stand-
ards that have been approved for application within the EU in accord-
ance with Regulation (EC) No. 1606/2002 and interpretations thereof.
The notes to the consolidated financial statements also comply with
the Finnish accounting and company legislation that complements
the IFRS regulations.
General accounting policies to the consolidated financial state-
ments are described in this section. Accounting policies that influence
a particular note to the consolidated financial statements are indi-
cated with the heading
Accounting policies
in the note in question.
The consolidated financial statements are presented in euros and
all figures are rounded to the nearest thousand, unless otherwise
specified.
New and amended standards applied in the past
financial year
From the beginning of 2024, the Group has applied the following new
and amended standards (effective for financial years beginning on or
after 1 January 2024):
Amendments to IFRS 16
Leases
The amendments introduce a new accounting model for variable pay-
ments and will require seller-lessees to reassess and potentially re-
state sale-and-leaseback transactions entered into since the imple-
mentation of IFRS 16 in 2019.
Amendments to IAS 1
Presentation of Financial Statements
The amendments are to promote consistency in application and clar-
ify the requirements for determining if a liability is current or non-
current. The amendments specify that covenants to be complied with
after the reporting date do not affect the classification of debt as cur-
rent or non-current at the reporting date. The amendments require
to disclose information about these covenants in the notes to the fi-
nancial statements. The amendments also clarify transfer of a com-
pany’s own equity instruments is regarded as settlement of a liability.
Liability with any conversion options might affect classification as cur-
rent or non-current unless these conversion options are recognized
as equity under IAS 32.
Amendments to IAS 7
Statement of Cash Flows
and IFRS 7
Financial
Instruments: Disclosures
The amendments enhance the transparency of supplier finance ar-
rangements and their effects on a company’s liabilities, cash flows
and exposure to liquidity risk. Amendments require to disclose quan-
titative and qualitative information about supplier finance programs.
The new and amendment standards did not have a material impact
on the Pihlajalinna’s consolidated financial statements. Other new or
amended standards that entered effect on 1 January 2024 did not
have effect on Pihlajalinna’s consolidated financial statements.
Consolidation principles
Subsidiaries
Subsidiaries are entities in which the Group exercises control. The
Group has control of an entity when it is exposed, or has rights, to
variable returns from its involvement with the entity and has the abil-
ity to affect those returns through its power over the entity.
Intragroup shareholdings are eliminated using the acquisition
method. The consideration transferred and the acquired entity’s
identifiable assets and assumed liabilities are measured at fair value
at the date of acquisition. Acquisition-related costs are expensed. Any
contingent consideration is measured at fair value at the date of ac-
quisition and classified as a liability. If the initial accounting for a busi-
ness combination is incomplete by the end of the reporting period in
which the combination occurs, the Group reports in its financial state-
ments provisional amounts for the items for which the accounting is
incomplete. During the measurement period, the Group retrospec-
tively adjusts the provisional amounts recognised at the acquisition
date to reflect any new information. The measurement period may
not exceed one year from the acquisition date. A contingent consider-
ation classified as a liability is measured at fair value at the end of
each reporting period, and any resulting gain or loss is recognised in
profit or loss after the end of the measurement period.
Non-controlling interests in the acquiree are recognised either at
fair value or an amount that corresponds to their pro rata share of
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
105
the acquiree’s net assets. The amount by which the consideration
transferred, non-controlling interests in the acquiree and previously
owned holding combined exceed the fair value of the acquired net as-
sets is recognised as goodwill in the consolidated statement of finan-
cial position. If the combined value of the consideration, non-control-
ling interests and previously owned holding is lower than the fair
value of the acquiree’s net assets, the difference is recognised in the
statement of comprehensive income.
Acquired subsidiaries are consolidated from the date when the
Group obtained control, and disposed subsidiaries are consolidated
until the date when the Group lost control. All intragroup transac-
tions, receivables, liabilities, unrealised profits and internal profit dis-
tribution are eliminated in the preparation of the consolidated finan-
cial statements. Unrealised losses will not be eliminated in case of im-
pairment losses. Profit or loss for the financial year attributable to the
owners of the parent company and to the non-controlling interests is
presented in the consolidated statement of comprehensive income.
Comprehensive income is attributed to the owners of the parent
company and to the non-controlling interests, even if this would lead
to a situation where the portion attributable to the non-controlling
interests is negative. The portion of equity attributable to the non-
controlling interests is presented as a separate item under equity in
the consolidated statement of financial position. Such changes in the
parent company’s ownership interest in a subsidiary that do not lead
to loss of control are treated as equity transactions.
In connection with step-by-step acquisitions, the former ownership
interest is measured at fair value, and the resulting gain or loss is rec-
ognised in profit or loss. When the Group loses control of a subsidi-
ary, any remaining interest is measured at fair value at the date of
loss of control, and the resulting difference is recognised in profit or
loss.
Associates and joint arrangements
Associates are companies over which the Group has significant influ-
ence. As a rule, significant influence is established when the Group
holds more than 20% of a company’s voting power or otherwise has
significant influence but no control.
A joint arrangement is an arrangement of which two or more par-
ties have joint control. Joint control involves contractually agreed
sharing of control of an arrangement, which exists only when deci-
sions about relevant activities require the unanimous consent of the
parties sharing control. A joint arrangement is either a joint operation
or a joint venture. A joint venture is an arrangement whereby the
Group has rights to the net assets of the arrangement, whereas in a
joint operation the Group has rights to the assets, and obligations for
the liabilities, relating to the arrangement.
Associates are consolidated using the equity method. If the
Group’s share of the loss of an associate exceeds the carrying amount
of the investment, then the investment is carried at zero value, and
the losses exceeding the carrying amount are not consolidated, un-
less the Group is committed to fulfilling the obligations of the associ-
ate. An investment in an associate includes the goodwill generated
through the acquisition. Unrealised profits between the Group and an
associate are eliminated in proportion to the Group’s ownership in-
terest. The Group’s pro rata share of an associate’s
profit for the fi-
nancial year is included in operating profit.
The Group owns 31 % in Kiinteistö Oy Levin Pihlaja, which is consol-
idated as a joint operation according to the pro rata share, using the
proportionate consolidation method.
Foreign currency translation
The consolidated financial statements are presented in euros, which
is the functional currency and presentation currency of the Group’s
parent company and of the subsidiaries engaged in business activi-
ties. In their own accounting, Group companies translate day-to-day
transactions denominated in foreign currency into their functional
currency applying the exchange rates of the transaction date. Foreign
exchange gains and losses related to the business are included in the
corresponding expense items.
Key accounting estimates and uncertainties re-
lated to estimates
In the course of preparing the financial statements, it is necessary to
make estimates and assumptions about the future. However, such es-
timates and assumptions may later prove inaccurate compared with
actual outcomes.
The Group regularly monitors the realisation of the estimates and
assumptions and changes in the underlying factors together with the
business units by using several, both internal and external, sources of
information. Any changes in estimates and assumptions are recog-
nised in the financial year during which the estimate or assumption is
corrected and in all subsequent financial years.
The key accounting estimates and assumptions used in the prepa-
ration of the consolidated financial statements that pose a significant
risk of materially changing the carrying amounts of assets and liabili-
ties during the next financial year are described in more detail in the
following sections:
Note
Assumptions used in impairment testing
14
Assumptions used in provisions
18
Accounting policies requiring management judge-
ment
The Group’s management makes judgement-based decisions regard-
ing the choice of accounting policies and their application in the fi-
nancial statements. The management has exercised judgement in the
application of accounting policies in the financial statements with re-
gard to the measurement of lease assets and liabilities in the state-
ment of financial position (note 15).
New and revised standards and interpretations to
be applied in future financial years
The International Accounting Standards Board has published the fol-
lowing new or amended standards and interpretations which the
Group has not yet applied, but which are expected to have an effect
on the consolidated financial statements. The Group will adopt them
as from the effective date of each standard and interpretation, or if
the effective date is some date other than the first day of the finan-
cial year, as from the beginning of the financial year that first follows
the effective date.
* = The regulation in question was not approved for application in the
EU by 31 December 2024.
IFRS 18 Presentation and Disclosure in Financial Statements*
(effective for financial years beginning on or after 1 January 2027,
early application is permitted)
IFRS 18 will replace IAS 1 Presentation of Financial Statements. The
key new requirements are as follows:
●
Income and expenses in the income statement to be classified
into three new defined categories which are operating, investing
and financing and two new subtotals: “Operating profit or loss”
and “Profit or loss before financing and income tax”.
●
Disclosures about management-defined performance measures
(MPMs) in the financial statements. MPMs are subtotals of in-
come and expenses used in public communications to communi-
cate management’s view of the company’s financial perfor-
mance.
●
Disclosure of information based on enhanced general require-
ments on aggregation and disaggregation. In addition, specific re-
quirements to disaggregate certain expenses, in the notes, will be
required for companies that present operating expenses by func-
tion in the income statement.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
106
Other new or amended standards or interpretations are not expected
to have a significant effect on Pihlajalinna’s consolidated financial
statements.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
107
Notes to the consolidated
financial statements,
IFRS
1. Segment information
Accounting policies
Pihlajalinna has changed its segment reporting from 1 January 2024. The Group’s reporting segments are
Private Healthcare Services and Public Services. The new reporting structure follows Pihlajalinna’s business
model and organisational structure.
The segment information is reported to the chief operating decision maker. Pihlajalinna’s
chief operating
decision maker is the CEO. The CEO monitors the revenue and profitability of the segments, makes signifi-
cant operational decisions and is responsible for allocating resources to the segments. Segment information
is reported in the same way as it is reported to the chief operating decision maker.
The CEO uses alternative key figures in addition to the key figures in the IFRS financial statements in the
Group’s financial reporting. The Group CEO assesses the segments’ profitability based on adjusted operating
profit before amortisation and impairment of intangible assets (EBITA). With the exception of items affect-
ing comparability, the reporting of the result corresponds to the accounting policies of the consolidated fi-
nancial statements. The adjustment items for the adjusted operating profit are specified in note 25
Capital
managemen
t.
The Private Healthcare Services operating segment consists of private clinic, diagnostics, hospital, occupa-
tional healthcare, remote and fitness centre services. These comprehensive care path services are provided
by Pihlajalinna to corporate customers, insurance companies, the public sector and private customers
through its nationwide network of medical centres and diverse digital channels.
The Public Services operating segment consists of social and healthcare services produced primarily for
the public sector, which include outsourcing and housing services, mainly remotely produced responsible
doctor services, as well as a wide range of staffing and recruitment services.
Segment information 2024
EUR 1,000
Private Healthcare
Services
Public
Services
Total
Revenue
451,488
267,615
719,103
of which intersegment
-14,471
-185
-14,656
External revenue
437,018
267,430
704,447
Materials and services
-165,360
-43,835
-209,195
of which intersegment
184
8,641
8,826
Materials and services, Group
-165,176
-35,193
-200,369
Employee benefit expenses
-157,508
-163,695
-321,203
Depreciation and impairment
-44,699
-8,320
-53,018
Adjusting items affecting
EBIT comparability
698
-1,477
-779
Adjusted operating profit before the amortisation and
impairment of intangible assets (EBITA)
33,633
21,530
55,163
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
108
Segment information 2023
EUR 1,000
Private Healthcare
Services
Public
Services
Total
Revenue
423,064
314,299
737,363
of which intersegment
-16,493
-886
-17,379
External revenue
406,571
313,413
719,984
Materials and services
-162,329
-105,689
-268,018
of which intersegment
887
11,900
12,786
Materials and services, Group
-161,442
-93,789
-255,231
Employee benefit expenses
-149,539
-173,221
-322,760
Depreciation and impairment
-42,990
-8,916
-51,906
Adjusting items affecting
EBIT comparability
474
8,533
9,007
Adjusted operating profit before the amortisation and
impairment of intangible assets (EBITA)
27,174
10,603
37,777
Reconciliation of the segments total adjusted operating profit before amortization and impairment of
intangible assets (EBITA) to the consolidated profit before taxes
EUR 1,000
2024
2023
Profit before taxes
38,649
8,187
Net financial expenses
9,840
12,394
Amortisation and impairment of intangible assets
7,453
8,189
Adjustment items
-779
9,007
Adjusted EBITA
55,163
37,777
2. Revenue from contracts with customers
Accounting policies
The Group’s revenue consists of payments related to the sale of healthcare services, social services and
wellbeing services measured at fair value, adjusted by any variable consideration.
The healthcare services provided by the Group consist of occupational health services, services provided
at private clinics and hospitals, responsible doctor services, diagnostics services and rehabilitation services.
Pihlajalinna’s healthcare services are also extensively available via digital channels. A significant part of the
consolidated revenue consists complete social and healthcare outsourcing. The Group also produces staffing
and recruitment services of healthcare professionals to the public sector.
The social services provided by the Group consist of services for the elderly,
child welfare services,
ser-
vices for disabled, mental health services, substance abuse group services and family group home services.
The Group’s Forever fitness centres offer diverse wellbeing services for adults who exercise. Fitness centre
services complement Pihlajalinna’s preventive occupational healthcare services and rehabilitation services
carried out after specialised care procedures.
The Group recognises revenue from services produced by employees and independent practitioners on a
gross basis, i.e. based on total customer invoicing, and the fees charged to the Group by independent practi-
tioners are recognised in the income statement item External services, practitioners. As Pihlajalinna has pri-
mary responsibility for the provision of services to its customers, and the Group is exposed to significant
risks and benefits related to the sale of services, the Group acts as a principal with regard to practitioners
with whom it has a contractual relationship.
IFRS 15 Revenue from Contracts with Customers includes a five-step model that defines when, and at
what amount, revenue from contracts with customers is recognised. Revenue can be recognised over time
or at a point in time, and the transfer of control is the key criterion.
The primary performance obligations for Pihlajalinna’s various revenue streams are as follows:
Social and healthcare outsourcing
●
statutory social and healthcare services for a municipality’s residents, separately described in contracts
with customers, including possible public specialised care
●
individual social and healthcare service visits by residents of other municipalities
Private clinics
●
individual customer visits to healthcare services at operating locations or digitally, including related sup-
port services
Surgical operations
●
individual visits and related support services (e.g. private individuals who pay for their services them-
selves or through insurance companies or through wellbeing services counties payment commitment)
Occupational healthcare
●
individual occupational healthcare customer visits (e.g. appointments with occupational healthcare
nurses and doctors, laboratory tests) at operating locations or digitally
●
preventive and health-promoting separately agreed services (e.g. occupational health check-ups, work-
place-specific occupational health surveys)
●
other additional services agreed upon with the customer (e.g. first aid course)
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
109
Fitness centre services
●
obligations related to monthly and annual fees for fitness centre services
●
individual separately charged additional services
Recruitment services
●
customer-specific monthly fees for recruitment services
●
individual separately charged recruitment services
Responsible doctor services
●
location-specific daily charges described in the customer agreement
Staffing service
●
selling a healthcare professional’s labour event-specifically or based on time
●
customer-specific monthly fees for emergency and on-call services
Residential services,
child welfare services,
family group homes
●
elderly care home services,
child welfare services and family group home services on each day covered by
the agreement
●
individual separately charged additional services or health centre visits
Digital services
●
Remote doctor services
●
Remote nurse services
●
Other digital services related to appointment booking and assessing the need for care, other digital ser-
vices ordered by the customer
The services promised in a contract are treated as a single series of distinct services comprised performance
obligation when the services provided are repeated in the same manner with respect to their substantial
aspects and whose transfer to the customer takes place over time. The performance obligation in the
Group’s social and healthcare outsourcing agreements is the municipality’s statutory social and healthcare
service operations described in the customer agreement. The Group’s customer contracts for the outsourc-
ing of social and healthcare services are considered to consist of a single performance obligation in which
the services provided by the Group are combined into a bundle of services.
Transaction prices mainly comprise individual services according to the price list or annual, monthly, daily
or hourly rates based on customer contracts. The outsourcing agreements are, as a rule, based on a fixed
annual price. In most cases, the price concerns an individual performance obligation. In some cases, the
price includes a variable component of consideration (e.g. discount, penalty charge, bonus, additional price,
additional service), which is allocated to one or more performance obligations in proportion to their sepa-
rate selling prices. The Group assesses the effect of the variable components on the amount of revenue rec-
ognised using historical data, for example, and recognises them at the most likely amount.
The performance obligations are fulfilled either over time (e.g. outsourcing, residential services, child wel-
fare services, fitness centre services, recruitment services, responsible doctor services, fixed-price occupa-
tional health services) or at a point in time (e.g. occupational healthcare services,
individual customer visits,
additional services). In the services, the customer simultaneously receives and consumes the benefit from
Pihlajalinna’s performance.
Revenue is recognised on the reporting date at the amount that Pihlajalinna considers itself to be enti-
tled to in exchange for the services delivered. Revenue from individual services is recognised at a point in
time according to the time of the appointment or the use of the service. Revenue from outsourcing agree-
ments for social and healthcare services under fixed annual prices is recognised over time. In outsourcing
agreements, the customer simultaneously receives and consumes the benefit from the service, which
means that the conditions for recognising revenue over time are met.
The payment terms and periods included in the contracts vary, but the payment periods are typically less
than one year. The contracts do not include significant financing components or additional expenditure aris-
ing from contractual receivables.
In connection with outsourcing agreements, the client may provide Pihlajalinna, without financial consid-
eration, with use of publicly owned infrastructure, or part thereof, which Pihlajalinna operates in service
production under the outsourcing agreement. Infrastructure may include for example premises, machinery
and equipment. The IFRIC 12 Service Concession Arrangements interpretation is applied to the recognition
of outsourcing agreements if the outsourcing party decides on the scope and pricing of the services
pro-
vided by Pihlajalinna and Pihlajalinna returns the infrastructure, free of charge, at the conclusion of the out-
sourcing agreement. In such cases, Pihlajalinna is not considered to have control over assets received with-
out consideration from a public sector entity.
Timing of the satisfaction of performance obligations
EUR 1,000
2024
2023
At a point in time
334,377
315,864
Over time
370,070
404,119
Total
704,447
719,984
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
110
Contractual assets and liabilities
There may be differences in timing between revenue recognition and invoicing. The Group recognises a con-
tractual asset when revenue is recognised before invoicing and, correspondingly, a contractual liability
when revenue is recognised after invoicing.
Summary of contractual items
EUR 1,000
2024
2023
Trade receivables
45,397
52,469
Contract assets
Current
4,636
3,619
Contract liabilities
Current
1,274
1,347
Revenue recognised during the financial year included in contract lia-
bilities at the beginning of the period:
Revenue recognised during the financial year included in contract liabilities at the beginning of the pe-
riod:
EUR 1,000
2024
2023
Revenue recognised from amounts included in contract liabilities
1,347
3,237
Revenue distribution between segments
EUR 1,000
2024
2023
Private Healthcare Services
451,488
423,064
of which intersegment
14,471
16,493
Public Services
267,615
314,299
of which intersegment
185
886
Group Total
704,447
719,984
Revenue by region
Pihlajalinna reports its sales revenue divided into the following geographical regions:
●
Southern Finland includes Pihlajalinna’s business operations in the regions of Uusimaa, Kymenlaakso,
Päijät-Häme and South Karelia.
●
Mid-Finland includes Pihlajalinna’s business operations in the regions of Pirkanmaa, Satakunta, Kanta-
Häme, Central Finland, South Ostrobothnia and Ostrobothnia.
●
Western Finland includes Pihlajalinna’s business operations in the region of Southwest Finland.
●
Eastern Finland includes Pihlajalinna’s business operations in the regions of South Savo, North Karelia and
North Savo.
●
Northern Finland includes Pihlajalinna’s business operations in the regions of North Ostrobothnia, Central
Ostrobothnia, Kainuu and Lapland.
●
Other operations include remote services, moving services and other administrative functions.
EUR 1,000
2024
%
2023
%
Southern Finland
153,235
22%
139,243
19%
Mid-Finland
388,595
55%
445,854
62%
Western Finland
40,209
6%
38,199
5%
East Finland
64,221
9%
57,038
8%
Northern Finland
54,802
8%
48,968
7%
Other operations
74,511
11%
66,779
9%
Intra-Group sales
-71,126
-10%
-76,098
-11%
Consolidated revenue
704,447
100%
719,984
100%
Sales revenue by customer group
Pihlajalinna’s customer groups are corporate customers, private customers
and public sector customers.
●
The Group corporate customers consist of Pihlajalinna occupational healthcare customers, insurance
company customers and other corporate customers. The number of people within the scope of the
Group’s occupational healthcare services is over 190,000 in the corporate customers group.
●
The Group private customers are private individuals who pay for services themselves and may subse-
quently seek compensation from their insurance company.
●
The Group public sector customers consist of public sector organisations in Finland, such as municipali-
ties, congregations, wellbeing services counties and the public administration when purchasing either so-
cial and healthcare outsourcing services or residential, occupational healthcare and staffing services. The
number of people within the scope of the Group’s occupational healthcare services is approximately
85,000 in the public sector customers group.
Private Healthcare Services
EUR 1,000
2024
%
2023
%
Corporate customers
286,522
63%
260,532
58%
of which insurance company customers
152,715
34%
134,237
30%
Private customers
102,364
23%
97,813
22%
Public sector
62,602
14%
64,720
14%
Segment's revenue
451,488
100
423,065
100
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
111
Public Services
The segment’s revenue was EUR 267.6 (314.3) million. Revenue from the public sector amounted to EUR
257.71 (300.9) million, or 96.1 (95.7) per cent of the segment’s revenue. Revenue from complete outsour-
cing agreements amounted to EUR 202.2 (258.8) million.
Information on key customers
The Group’s sales revenue from the four largest customers totalled approximately
EUR 286.8 (313.4) mil-
lion, representing approximately 41% (44%) of the consolidated revenue.
Estimate of unsatisfied performance obligations related
to Group’s social and healthcare out-
sourcing arrangements, EUR million:
2024
2023
2024
2023
2024
209
2033
6
7
2025
162
193
2034
6
7
2026
46
75
2035
6
6
2027
47
76
2028
47
77
2029
48
78
2030
48
47
2031
31
47
2032
6
7
453
829
Service provider – client
First year of service pro-
duction
under the current contract
Ending time of
the contract
Jämsän Terveys Oy
2015
31 Aug 2025
Kuusiolinna Terveys Oy
2016
31 Dec 2025
Mäntänvuoren Terveys Oy
2016
31 Jul 2031
Kolmostien Terveys Oy
2015
31 Dec 2025
Bottenhavets Hälsa Ab - Selkämeren Terveys Oy
2021
2035-2040
3. Other operating income
Accounting policies
Government grants received as compensation for expenses already incurred are recognised in profit or loss
for the period in which they become receivable. These grants are presented under other operating income.
Government grants related to capitalised development projects are recognised as deductions from the car-
rying amounts of intangible assets, when there is reasonable assurance that such grants will be received and
that the Group will comply with the conditions for receiving them. The grants will be recognised as income
over the useful life of an asset by way of reduced depreciation.
The Group has subleased certain premises that are not used for business operations. These leases are
classified as operating leases and income from these leases is presented under other operating income.
Sale and leaseback
With regard to sale and leaseback agreements completed prior to the adoption of IFRS 16, the Group will
continue the allocation of capital gains as before in accordance with the transition provision of IFRS 16.
If a finance lease is created as a result of a sale and leaseback agreement, the difference between the car-
rying amount and the sales price will be recognised in the consolidated statement of financial position and
recognised as income over the lease term under other operating income. The unrecognised portion of the
difference between the carrying amount and the sales price is presented as Other liabilities in the statement
of financial position.
Sale of dental care services
Pihlajalinna sold its dental care services to Hammas Hohde Oy on 31 March 2023. In the comparison period,
the Group recognised a gain of EUR 3.6 million from the divestment in other operating income.
EUR 1,000
2024
2023
Capital gains on property, plant and equipment
272
228
Rental income
2,622
2,265
Government grants
469
532
Other income items
438
907
Profit from sale of dental care services
0
3,600
Total
3,800
7,532
4. Materials and services
Accounting policies
The materials and services include expenses directly related to service production. Due to services produced
without Value Added Tax (VAT),
Pihlajalinna cannot deduct majority of the VAT related to purchases.
Pihlajalinna employs several healthcare professionals from different fields as independent practitioners.
The remuneration paid to
independent practitioners is presented in materials and services.
Pihlajalinna’s inventories include materials and supplies used in the provision of services.
Inventories are
measured at acquisition cost or lower probable net realisable value.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
112
EUR 1,000
2024
2023
Materials
-28,345
-31,197
Change in inventories
138
162
External services, practitioners
-138,608
-129,849
External services, other
-33,554
-94,348
Total
-200,369
-255,231
5. Employee benefit expenses
Accounting policies
Short-term employee benefits are recognised in the period in which they arise. Short-term incentive scheme
is recognised as expense in that financial year when the obligation to make the payments arises.
Pension plans are classified as defined benefit plans and defined contribution plans.
The Group only has
defined contribution plans. In defined contribution plans, the Group
makes fixed payments to a separate
unit. The Group has no legal or constructive obligation
to make additional payments if the recipient of the
payments is incapable of paying
out said retirement benefits. Payments made into the defined contribution
plans are
recognised in profit or loss for the financial year for which they are charged.
The long-term share-based incentive scheme is recognised as an expense over its
accrual period. The
incentive scheme and other share-based payments are described in more detail in note 6
Share-based
payments
.
Information on related party employee benefits and loans are presented in Note 32
Related party
transactions.
EUR 1,000
2024
2023
Wages and salaries
-267,456
-267,089
Share-based incentive schemes
- implemented as shares
-1,406
-269
Pension costs - defined contribution plans
-45,614
-45,477
Other social security expenses
-6,727
-9,926
Total
-321,203
-322,760
Number of personnel
2024
2023
Personnel on average (FTE)
4,416
4,821
Personnel at the end of the period (NOE)
6,493
6,880
6. Share-based payments
Share-based incentive scheme for key personnel
,
LTIP 2022
In early 2022, Pihlajalinna's Board of Directors approved the launch of a share-based incentive programme
(LTIP 2022) for selected key employees. In its entirety,
the incentive scheme formed a six-year programme
and the share rewards based on the programme cannot be disposed of prior to the year 2026. The key em-
ployees selected for the programme were also required to make an investment in Pihlajalinna shares as a
precondition for participation.
The performance- and quality-based share programme comprised four separate performance periods of
one year each (the calendar years 2022, 2023, 2024 and 2025). The potential share rewards were paid out
after the performance periods in the years 2023, 2024 and 2025. The Board of Directors annually decided
the participants, performance indicators, targets and earning opportunities. Three performance periods
were launched under the programme: 2022, 2023 and 2024. The programme was treated in their entirety as
equity-settled share-based payments. The Board of Directors decided on 13 December 2024 that the last
performance period, corresponding to the calendar year 2025, will not be launched.
The maximum number of shares (gross amount prior to deduction of applicable withholding tax) for each
one-year performance period was defined in the allocation per participant. The applicable withholding tax
was deducted from the transferred shares, and the remaining net amount was paid to the participants in
shares. Shares paid out as share rewards are subject to a two-year transfer restriction. The earnings criteria
applied to the 2024 performance-based and quality-based share plan were Pihlajalinna Group’s adjusted
EBITA, the development of customer satisfaction (NPS), the development of employee Net Promoter Score
(eNPS) and the development of the sickness-related absence rate.
No performance and quality-based share rewards materialised for the performance periods 2022 and
2023 pursuant to the share-based programme, as the minimum targets set for the programme were not
achieved. For the performance period 2024, the effect on the result for the financial year was EUR 1.4 mil-
lion.
Performance-based long-term incentive
programme (LTIP 2022)
2024
2023
Grant date
14 Mar 2024
21 Jun 2023
Share price at grant date, EUR
7.50
9.19
The year in which the shares are transferred
2025
2024
Amount of share-based rewards granted,
maximum amount, number of shares
195,000
227,000
Actual share-based rewards, number of shares
181 377
0
Number of people within the scope of
the programme at the end of the period
34
48
End of the vesting period
31 Dec 2024
31 Dec 2023
Form of payment
In shares and cash
In shares and cash
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
113
CEO Tuomas Hyyryläinen is entitled to participate in the share-based incentive programme starting from the
earnings period that begins on 1 January 2024. At the beginning of the share-based incentive scheme, the
CEO had the right to purchase a maximum of 30,000 shares, so that for the first 10,000 shares, the company
will give one share for each share purchased by the CEO, and for the next 20,000 shares, one share for each
two shares purchased. If the CEO purchases the full quota of 30,000 shares, the company will give the CEO a
total of 20,000 shares. Pihlajalinna conveyed a total of 20,000 own shares to CEO Tuomas Hyyryläinen (gross
amount prior to deduction of applicable withholding tax).
Performance Share Plan (PSP)
On 13 December 2024, Pihlajalinna's Board of Directors decided to establish a new long-term share-based
incentive plan for key employees of the Group. The plan replaces Pihlajalinna’s current share-based incen-
tive plan.
The Performance Share Plan 2025–2029 consists of three performance periods, covering the financial
years 2025–2027, 2026–2028 and 2027–2029. The Board of Directors will decide annually on the com-
mencement and details of every performance period.
The target group in the performance period 2025–2027 consists of approximately 30 key employees, in-
cluding the members of the Group Management Team and the CEO. The performance criteria of the perfor-
mance period 2025–2027 are tied to relative Total Shareholder Value (rTSR), annual revenue growth, return
on capital employed and the rate of sickness-related absences. The value of the rewards to be paid based
on the plan corresponds to a maximum total of 553,000 Pihlajalinna shares
Short-term incentive scheme (STI)
Pihlajalinna has a short-term incentive scheme (STI), which is paid in cash in its entirety.
C
ompany’s Board
of Directors confirms the amount, targets and criteria for the short-term incentive scheme annually. The
earnings criteria applied in the short-term incentive scheme were Pihlajalinna Group’s adjusted EBITA and
individual business and performance targets set by the manager of the participant.
The CEO,
members of
the Executive Team and selected key employees are eligible to participate in the short-term
incentive
scheme.
7. Other operating expenses
EUR 1,000
2024
2023
Voluntary indirect employee costs
-6,390
-8,263
Facility expenses
-13,306
-13,586
Vehicle operating costs
-937
-904
Information management expenses
-26,737
-26,311
Machinery and equipment expenses
-6,942
-6,810
Travel expenses
-3,604
-3,264
Sales and marketing expenses
-5,305
-6,823
Other expenses
-21,921
-10,598
Total
-85,141
-76,559
Auditor remuneration
Auditing, KPMG Oy Ab
-328
-328
Statements, KPMG Oy Ab
-64
-11
Non-audit services, KPMG Oy Ab
Tax services
-35
-3
Other services
-14
-55
Total
-441
-395
8. Depreciation and amortisation
Accounting policies
Property, plant and equipment will be depreciated using the straight-line method over their estimated eco-
nomic useful lives. The estimated economic useful lives are as follows:
Buildings
10–25 years
Renovation expenses on real estate
5–10 years
Machinery and equipment
3–10 years
Other tangible assets
3–5 years
For the magnetic imaging equipment at Turku, Oulu and Seinäjoki private clinics, the Group adopted a units-
of-production based depreciation method effective from 1 January 2018. The amount of depreciation is
based on the units of production derived from the equipment. The units-of-production based depreciation
method is also applied to the imaging equipment in Helsinki, Tampere, Turku, Oulu and Kuopio that was
transferred to Pihlajalinna as part of the acquisition of Pohjola Hospital (now Pihlajalinna Lääkärikeskukset
Oy).
The units-of-production method provides a more accurate reflection of the actual economic use of the
magnetic imaging equipment in question. For the Group’s other machinery and equipment, the Group still
uses straight-line depreciation.
For intangible assets with finite economic useful lives, the amortisation periods are as follows:
Trademarks
10 years
Development costs
3–10 years
Customer agreements
4 years
Patient database
4 years
Non-competition agreements
2–5 years
Other intangible assets
3–7 years
Right-of-use assets are depreciated on a straight-line basis over the shorter of economic useful life or lease
term. The planned depreciation periods of right-of-use assets are as follows:
Right-of-use plots
25 years
Right-of-use buildings
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
114
and business premises
1–15 years
Right-of-use equipment
3–10 years
Impairment is recognised pursuant to IAS 36 for onerous right-of-use buildings and business premises.
Impairments
During the financial year,
Pihlajalinna has recognised an impairment of EUR 1.2 million related to right-of-
use premises. In the comparison period, Pihlajalinna recognised an impairment of approximately EUR 0.6
million on its other investments.
Depreciation, amortisation and impairment by asset type
2024
2023
Intangible assets
Trademarks
-564
-564
Capitalised development costs
-287
-1,088
Customer relationship value
-985
-985
Non-competition agreements
-96
-116
Patient database
-473
-473
Other intangible assets
-5,009
-4,963
-7,415
-8,189
Property, plant and equipment
Buildings
-109
-109
Renovation expenses on real estate
-3,312
-2,507
Machinery and equipment
-10,002
-9,375
Other tangible assets
-1
-1
-13,423
-11,993
Right-of-use assets
Right-of-use plots
-105
-101
Right-of-use
buildings and business premises
-29,721
-30,088
Right-of-use business premises and buildings, impairment
-1,164
0
Right-of-use equipment
-1,190
-901
-32,180
-31,090
Impairments
0
-634
Total depreciation, amortisation and impairment
-53,018
-51,906
9. Financial income
EUR 1,000
2024
2023
Dividend income from financial assets measured at fair value
through profit or loss
31
3
Interest income from loans and receivables
993
275
Interest income from financial lease receivables
59
67
Other financial income
7
9
Total
1,090
355
10. Financial expenses
EUR 1,000
2024
2023
Interest expenses from financial liabilities carried at amortised
cost
-5,969
-7,168
Interest expenses on lease liabilities
-3,761
-3,724
Other financial expenses
-1,199
-1,857
Total
-10,930
-12,749
In June 2024, Pihlajalinna rearranged its long-term debt financing with a sustainability-linked financing ar-
rangement, which is described in more detail in Note 23
Financial liabilities
and Note 26
Financial risk man-
agement
.
Financial expenses for the financial year are increased by refinancing,
which generated a total of EUR 0.6
million in non-recurring financial expenses. In the comparison period, line Other financial
expenses include
impairments of loan receivables totalling approximately EUR 1.2 million.
11. Income taxes
Accounting policies
The income taxes on the consolidated income statement consist of current tax, adjustments to taxes for
previous periods, and deferred taxes. Taxes
are recognised in profit or loss, except when they are directly
attributable to items recognised under equity or other comprehensive income. In such cases, also the tax is
recognised under the item in question. Current tax is calculated on taxable profit, based on the enacted tax
rate. Tax is adjusted with any taxes
associated with prior financial years. Any penal interests related to these
taxes are recognised under financial expenses. The share of associates’ profit is presented in the statement
of comprehensive income as calculated from net profit and thus including the income tax charge.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
115
EUR 1,000
2024
2023
Current taxes
-1,249
-502
Taxes for the previous financial years
-66
-39
Deferred taxes
-7,182
-3,047
Total
-8,497
-3,587
Deferred taxes are described in more detail in note 20 Deferred tax assets and liabilities.
Reconciliation of effective tax
rate
EUR 1,000
2024
2023
Profit before taxes
38,649
8,187
Taxes calculated on the basis of the Finnish tax rate (20%)
-7,730
-1,637
Income not subject to tax
53
4
Non-deductible expenses
-1,808
-1,422
Unrecorded deferred tax assets from tax losses
-53
-921
Recorded deferred tax assets from tax losses
0
187
Utilised prior losses with unrecognised tax benefits
934
0
Share of associated company’s profit
-5
28
Share-based remuneration
-24
40
Other items
202
173
Taxes for prior financial years
-66
-39
Taxes in the income statement
-8,497
-3,587
Effective tax rate
-22.0 %
-43.8 %
12. Earnings per share
Accounting policies
Earnings per share is calculated by dividing the profit for the financial year attributable to owners of the par-
ent by the weighted average number of shares outstanding during the financial year. When calculating
earnings per share, the interest of the hybrid bond, net of tax, has been considered as a profit-reducing
item.
Earnings per share for the financial year attributable to owners of the parent are calculated by dividing
the profit for the financial year attributable to owners of the parent by the weighted average number of
shares outstanding during the financial year.
When calculating diluted earnings per share, the average number of shares is adjusted by the dilution ef-
fect of the share-based incentive scheme.
EUR 1,000
2024
2023
Profit for the financial year attributable to owners of the parent,
EUR
27,358,879.12
5,728,844.05
Hybrid bond interest
-2,400,000.00
-1,866,666.67
Tax effect
480,000.00
373,333.33
Adjusted profit for the financial year
25,438,879.12
4,235,510.72
Number of shares outstanding, weighted average
22,511,765
22,557,957
Basic earnings per share (EPS)
1.13
0.19
Diluted earnings per share
1.13
0.19
13. Property, plant and equipment
Accounting policies
Property, plant and equipment are measured at cost less accumulated depreciation and impairment losses.
Cost includes expenditures incurred directly from the acquisition of an item of property, plant and equip-
ment. Costs incurred subsequently are included in the carrying amount of an asset only if it is deemed prob-
able that any future economic benefits related to the asset will flow to the Group and that the cost of the
asset can be reliably determined. Other repair and maintenance costs will be expensed at the time they are
incurred.
The residual value, the useful life of an asset and the depreciation method applied are reviewed at least
at the end of each financial year and adjusted as necessary to reflect the changes in the expectations con-
cerning the economic benefits attached to the asset. Capital gains generated from decommissioning and
disposing of property, plant and equipment are included under other operating income, and capital losses
are included under other operating expenses.
Assets are depreciated from the time when they are ready for use, i.e. when their location and condition
allow them to be applied as intended by the management.
Units-of-production based depreciation method for the magnetic imaging equipment at Turku, Oulu and
Seinäjoki private clinics is described in more detail in note 8
Depreciation and amortisation
.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
116
Property, plant and equipment
EUR 1,000
Land areas
Buildings
Renovation expenses on
real estate
Shares in real
estate companies
Machinery and
equipment
Other tangible
assets
Construction in
progress
Total
Cost at 1 January 2024
36
3,116
42,757
5,287
87,879
168
2,713
141,955
Additions
0
0
570
0
8,156
0
3,318
12,044
Transfers between items
0
0
5,870
0
0
0
-5,870
0
Disposals
0
0
-32
0
-2,096
0
-2
-2,130
Cost at 31 December 2024
36
3,116
49,165
5,287
93,939
168
159
151,869
Accumulated depreciation at 1 January 2024
0
-620
-23,057
0
-52,460
-11
0
-76,147
Depreciation and amortisation
0
-109
-3,312
0
-10,002
-1
0
-13,423
Disposals
0
0
7
0
1,260
0
0
1,267
Accumulated depreciation at 31 December 2024
0
-728
-26,362
0
-61,201
-12
0
-88,304
Carrying amount at 1 January 2024
36
2,496
19,700
5,287
35,419
157
2,713
65,807
Carrying amount at 31 December 2024
36
2,387
22,803
5,287
32,737
156
159
63,565
EUR 1,000
Land areas
Buildings
Renovation expenses on
real estate
Shares in real
estate companies
Machinery and
equipment
Other tangible
assets
Construction in
progress
Total
Cost at 1 January 2023
36
3,029
34,263
5,472
75,341
167
5,246
123,553
Additions
0
90
832
0
13,319
4
5,135
19,379
Transfers between items
0
0
7,358
0
-352
-2
-7,667
-663
Disposals
0
-3
304
-186
-430
0
-1
-315
Cost at 31 December 2023
36
3,116
42,757
5,287
87,879
168
2,713
141,955
Accumulated depreciation at 1 January 2023
0
-511
-20,552
0
-43,743
-11
0
-64,817
Depreciation and amortisation
0
-109
-2,507
0
-9,375
-1
0
-11,993
Transfers between items
0
0
191
0
1,129
0
0
1,320
Disposals
0
0
-188
0
-470
1
0
-657
Accumulated depreciation at 31 December 2023
0
-620
-23,057
0
-52,460
-11
0
-76,147
Carrying amount at 1 January 2023
36
2,518
13,711
5,472
31,598
155
5,246
58,736
Carrying amount at 31 December 2023
36
2,496
19,700
5,287
35,419
157
2,713
65,807
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
117
14. Intangible assets and goodwill
Accounting policies
Goodwill
Goodwill generated through business combinations is measured at the amount by which the consideration
transferred, non-controlling interests in the acquiree and previously owned holding combined exceed the
fair value of the identifiable acquired net assets. Goodwill typically reflects the value of acquired market
share, business expertise and synergies.
Goodwill is not amortised, but it is tested for impairment annually and whenever there is an indication
that the asset may be impaired. Goodwill is allocated to cash-generating units (CGUs). Goodwill is measured
at original cost less accumulated impairment.
Cloud computing arrangement
Accounting treatment of cloud service arrangements depends on whether the cloud-based software is clas-
sified as an intangible asset or a service contract. The arrangements in which the Group has no authority on
the software are accounted as service agreements which entitle the Group to utilize the cloud service pro-
vider's application software during the contract period. Application software license fees and related config-
uration or customization costs are recognized (for example, in other operating expenses) when the services
are received. Prepayments to the cloud service provider for software customization that are not separable
are recognized as an expense during the contract period.
Capitalised development costs
Assets are amortised from the time when they are ready for use. Assets that are not yet available for use are
tested annually for impairment. Subsequent to their initial recognition, capitalised development costs are
measured at cost less accumulated amortisation and impairment. The amortisation period for development
costs is 3 to 10 years, during which capitalised development costs are amortized using the straight-line
method.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
118
Intangible assets and goodwill
1000 €
Goodwill
Trademarks
Development
costs
Customer
relationship
value
Non-competition
agreements
Patient
dadabase
Other
intangible
assets
Other long-term
expenditures
Prepayments
Total
Cost at 1 January 2024
251,773
10,910
6,424
12,612
7,788
7,837
7,690
27,742
84
332,859
Additions
3,102
0
56
0
0
0
129
1,838
52
5,177
Transfers between items
0
0
0
0
0
0
-129
152
-23
0
Disposals
0
0
0
0
0
0
-62
0
0
-62
Cost at 31 December 2024
254,875
10,910
6,480
12,612
7,788
7,837
7,628
29,732
112
337,974
Accumulated depreciation at 1 January 2024
0
-7,859
-6,036
-10,733
-7,673
-6,494
-6,982
-14,239
0
-60,015
Depreciation and amortisation
0
-564
-287
-985
-96
-473
-266
-4,743
0
-7,415
Disposals
0
0
0
0
0
0
62
0
0
62
Accumulated depreciation at 31 December 2024
0
-8,423
-6,323
-11,717
-7,769
-6,967
-7,186
-18,982
0
-67,368
Carrying amount at 1 January 2024
251,773
3,051
388
1,879
115
1,343
708
13,503
84
272,844
Carrying amount at 31 December 2024
254,875
2,487
156
895
19
870
442
10,863
0
270,606
1000 €
Goodwill
Trademarks
Development
costs
Customer
relationship
value
Non-competition
agreements
Patient
dadabase
Other
intangible
assets
Other long-term
expenditures
Prepayments
Total
Cost at 1 January 2023
251,032
10,910
6,386
12,612
7,788
7,836
7,494
21,153
482
325,694
Additions
891
0
38
0
0
0
219
5,752
481
7,381
Transfers between items
0
0
0
0
0
0
-21
837
-823
-8
Disposals
-150
0
0
0
0
0
-2
0
-57
-208
Cost at 31 December 2023
251,773
10,910
6,424
12,612
7,788
7,837
7,690
27,742
84
332,859
Accumulated depreciation at 1 January 2023
0
-7,295
-4,949
-9,748
-7,557
-6,020
-6,637
-9,654
0
-51,860
Depreciation and amortisation
0
-564
-1,088
-985
-116
-473
-368
-4,595
0
-8,189
Transfers between items
0
0
0
0
0
0
24
14
0
38
Disposals
0
0
0
0
0
0
0
-4
0
-4
Accumulated depreciation at 31 December 2023
0
-7,859
-6,036
-10,733
-7,673
-6,494
-6,982
-14,239
0
-60,015
Carrying amount at 1 January 2023
251,032
3,615
1,436
2,864
231
1,816
857
11,500
482
273,833
Carrying amount at 31 December 2023
251,773
3,051
388
1,879
115
1,343
708
13,503
84
272,845
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
119
Impairment testing
Accounting policies
The carrying amounts of goodwill, other intangible assets, property, plant and equipment, right-of-use as-
sets and non-financial investments are reviewed regularly for potential indications of impairment.
If there are any indications of impairment, the value of the asset item must be tested. Impairment loss is
recognised through profit or loss to the extent that the carrying amount of an asset exceeds its recoverable
amount. In addition, goodwill and intangible assets with an unlimited economic useful life and which are not
depreciated are tested annually for impairment. The impairment testing is carried out even if there are no
indications of impairment. Potential impairment loss on goodwill is recognised immediately in the income
statement. Previously recognised impairment losses on goodwill are not reversed.
Goodwill generated in M&A transactions is allocated to cash-generating units (CGU). Pihlajalinna changed
the structure of its financial reporting during the financial year. In 2023, the cash-generating unit was the
Group level. As of 1 January 2024, the Group’s reporting segments and, thereby, cash-generating units are
Private Healthcare Services and Public Services. The new reporting structure follows Pihlajalinna’s business
model and organisational structure, and both segments have their own budget, performance monitoring
and Head of Business Operations. Due to the changed reporting structure, no comparison data is presented.
The recoverable amount is determined by value-in-use calculations. Cash flow-based value-in-use is de-
termined by calculating the discounted present value of expected cash flows. The discount rate used in the
calculations is determined using the weighted average cost of capital (WACC), which describes the total cost
of equity and liabilities, taking into account the time value of money and the specific risks associated with
Pihlajalinna’s business. The discount rate is a pre-tax rate. The risk-free interest
rate, risk multiplier (beta)
and the additional risk premium and market risk premium parameters used in determining the discount rate
are based on information obtained from the market. Cash flow estimates have been validated by comparing
them to Pihlajalinna’s market capitalisation.
The Group carried out its annual impairment testing of goodwill based on the situation on 30 November
2024 (30 November 2023) using the carrying amounts on the date in question and calculations of future
amounts. The result of the testing was that no impairment losses were recognised for the Group’s cash-gen-
erating units for the financial year that ended on 31 December 2024.
As a result of the change in the reporting structure, goodwill arising from acquisitions has been allocated
to the cash-generating units in accordance with the table below in proportion to their fair values, and it in-
cludes the Company’s management’s assessment of the share of goodwill attributable to the cash-generat-
ing unit.
Distribution of goodwill:
EUR 1,000
2024
%
Private Healtcare Services
247,664
97
Public Services
7,211
3
Goodwill at the end of the financial year
254,875
100
Assumptions used in calculating the value in use in 2024:
Impairment testing of goodwill
Private Healthcare
Services
Public
Services
Turnover growth, first three years on average
7.0 %
-20.1 %
EBIT margin, first three years on average
10.1 %
7.8 %
Discount rate (pre tax WACC)
8.9 %
11.0 %
Forecast period (years)
5
8
Terminal growth rate after the forecast
period
2.0 %
2.0 %
The terminal period’s share of the amount of expected cash flows
70%
30%
Key accounting estimates and decisions based on management judgement
In impairment testing, the recoverable amounts are determined based on value-in-use. The cash flow fore-
casts used in the value-in-use calculations in impairment testing are based on cash flow forecasts of the seg-
ments prepared by the management and approved by the Board of Directors.
For the impairment testing, the cash flow forecasts cover a 5-year period in terms of the Private
Healthcare Services and the terminal period. Regarding the Public Services, the cash flow forecasts cover an
8-year period and the terminal period. The management’s view is that using a 8-year forecast period is justi-
fied because the Group has significant long-term and fixed-term complete social and healthcare outsourcing
agreements. These agreements will expire during the 8-year forecast period, which is why management’s
view is that extending the forecast period provides a more accurate picture of the segment’s future cash
flow by making it possible to include the expiration of the agreements in the modelling of cash flows. The
terminal growth rate applied after the forecast period is two per cent, which corresponds to the long-term
inflation forecast for the Finnish economy.
For the period 2025–2029, the management forecasts that revenue, operating profit and cash flows will
develop in line with the Group’s long-term strategy. In addition, in terms of the Public Services, in the fore-
casts for 2025–2031 consider the impacts of the expiration of the complete outsourcing agreements in ac-
cordance with the agreement period of each agreement. More details on the duration of the agreements
and unsatisfied performance obligations are provided in note 2
Revenue from contracts with customers
.
The assumptions of the development of prices and costs used in the cash flow estimates are based on the
management’s estimates of the development of demand and the markets, which are compared with exter-
nal information sources. The productivity and efficiency assumptions used in the calculations are based on
internal targets, with previous actual development considered in their estimation.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
120
Key assumptions defined by the management and used in the calculation in 2024:
Assumption
Description
Projected revenue
Determined based on a segment-specific forecast prepared by the
management and approved by the Board.
Projected operating profit
Determined based on a segment-specific forecast prepared by the
management and approved by the Board.
Duration of the forecast period
The length of the forecast period is 5–8 years plus the terminal period.
Terminal growth rate
assumption
The terminal growth rate assumption is 2%.
Discount rate
Determined using the weighted average cost of capital (WACC), which
describes the total cost of equity and liabilities, taking into account
the time value of money and the specific risks associated with
Pihlajalinna’s business. Uncertainty in forecasting has been taken into
account in determining the additional risk premium.
Sensitivity analyses in impairment testing
Based on the testing calculations, there is no need to recognise impairment. The recoverable amount ex-
ceeded the carrying amount by approximately EUR 243 million in the Private Healthcare Services segment
and by approximately EUR 54 million in the Public Services segment. The management has conducted sensi-
tivity analyses of the key factors. The table below shows the required change in assumptions that would
lead to the recoverable amount being equal to the carrying amount, provided that the assumptions change
one at a time.
Sensitivity analysis 2024
Private Healthcare
Services
Public
Services
Decline in EBIT margin
more than 3 percentage units
more than 4 percentage units
Decline in revenue volume
more than 18 percentage units
more than 40 percentage units
Increase in discount rate
more than 3,5 percentage units
more than 100 percentage units
Decline in the terminal growth rate
more than 6 percentage units
more than 100 percentage units
15. Right-of-use assets
Accounting policies
Most of the Pihlajalinna rental arrangements in line with the IFRS 16 are leases for business premises. The
other lease arrangements in line with the standard concern land areas, machinery and equipment (exercise
equipment, clinical equipment, cars and other equipment). Pihlajalinna applies the IFRS 16 exemption that
allows lessees to elect not to recognise a right-of-use asset and corresponding lease liability for assets with a
lease term of 12 months or less as well as assets of low value. Assets of low value include, for example, IT
equipment and office furniture. Furthermore, to make the accounting of leases easier, Pihlajalinna elects
not to separate service components from leases, instead treating the entire agreement as a lease in its con-
solidated financial statements. For lease arrangements valid until further notice, with a short notice period,
Pihlajalinna will estimate the probable lease term.
Right-of-use assets are measured at cost, which includes the following items:
●
original amount of the lease liability
●
direct expenses of the initial phase and
●
expenses due to restoring to original condition
Right-of-use assets are presented under property, plant and equipment and lease liabilities are presented
under financial liabilities. The right-of-use asset is initially measured at cost and depreciated over the
economic life of the asset. The right-of-use asset is also subject to IAS 36 Impairment of Assets. The lease
liability is initially measured at the present value of future lease payments. In later periods, the lease liability
is measured using the effective interest rate method, according to which the lease liability is measured at
amortised cost and the interest expense is amortised over the lease term. The standard allows the lessee to
also include non-lease elements of an agreement (typically services) in the lease liability.
Key
accounting estimates and decisions based on management judgement
When recognising leases on the balance sheet, estimates must be made concerning the lease term, the ex-
ercising of extension options and the discount rate applied. When assessing the lease term of a new lease,
extension options are not taken into account until a commitment has been made to exercise the extension
option.
Right-of-use assets
EUR 1,000
Right-of- use
plots
Right-of-use
buildings and
premises
Right-of-use
equipment
Total
Cost at 1 Jan 2024
1,214
363,311
6,507
371,033
Additions
12
11,980
2,056
14,048
Disposals
0
-3,016
-467
-3,484
Cost at 31 Dec 2024
1,226
372,274
8,096
381,597
Accumulated depreciation at 1 Jan 2024
-682
-160,992
-5,428
-167,101
Depreciation and amortisation
-105
-30,885
-1,190
-32,180
Disposals
0
2,464
311
2,775
Accumulated depreciation at 31 Dec 2024
-787
-189,413
-6,306
-196,506
Carrying amount at 1 Jan 2024
533
202,319
1,080
203,932
Carrying amount at 31 Dec 2024
440
182,862
1,790
185,091
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
121
Right-of-use assets
EUR 1,000
Right-of- use
plots
Right-of-use
buildings and
premises
Right-of-use
equipment
Total
Cost at 1 Jan 2023
1,215
312,525
6,211
319,952
Additions
-1
38,764
871
39,634
Transfers between items
0
18,413
-15
18,398
Disposals
0
-6,391
-560
-6,951
Cost at 31 Dec 2023
1,214
363,311
6,507
371,033
Accumulated depreciation at 1 Jan 2023
-580
-116,684
-4,936
-122,201
Depreciation and amortisation
-101
-30,088
-901
-31,090
Transfers between items
-18,413
28
-18,386
Disposals
4,194
382
4,576
Accumulated depreciation at 31 Dec 2023
-682
-160,992
-5,428
-167,101
Carrying amount at 1 Jan 2023
635
195,841
1,274
197,751
Carrying amount at 31 Dec 2023
533
202,319
1,080
203,932
Short-term leases recognised in the income statement, totalling EUR 31 (227) thousand, and minor leases
recognised in the income statement, totalling EUR 866 (1,379) thousand, are practical exemptions provided
by IFRS 16 applied by the Group.
Lease liabilities relating to right-of-use items are specified in Note 23
Financial liabilities
.
16. Other non-current receivables
Accounting policies
Right-of-use assets that have been transferred to a lessee under a sublease and classified as financial leases
have been derecognised from fixed assets and presented on the balance sheet as net investments in a
sublease.
EUR 1,000
2024
2023
Lease deposits paid
122
234
Non-current subleases
3,315
3,655
Non-current receivables
2,005
2,108
Other receivables
90
90
Total
5,532
6,088
Pihlajalinna subleased two care homes that it sold and leased back in May 2020 which form a significant part
of sublease receivables.
The table below presents the contractual maturity analysis of subleases. The figures are undiscounted
and they include both future interest payments and repayments of the net investment.
Maturity distribution of sublease receivables
less than 1
year
1–2 years
2–3 years
3–4 years
over 4
years
Amount at 31 Dec 2024
3,655
341
346
351
357
2,261
17. Trade and other receivables
Accounting policies
At the end of each reporting period, the Group assesses whether there is objective evidence of impairment
regarding any individual financial asset. Objective evidence of impairment of loans and other receivables
includes significant financial distress of the debtor and payments being delinquent or substantially delayed.
Impairment of loans is recognised in financial expenses in the income statement and impairment of other
receivables is recognised in other operating expenses for the period in which the impairment was identified.
The expected credit loss model is based on the amount of historical credit losses. The lifetime expected
credit losses are calculated by multiplying the gross carrying amount of unpaid trade receivables by the ex-
pected loss.
EUR 1,000
2024
2023
Trade receivables
45,397
52,469
Prepayments and accrued income
9,953
4,739
Current subleases
341
431
Other receivables
830
241
Contract assets
4,636
3,619
Total
61,156
61,498
The carrying amount of trade receivables and other receivables corresponds to the maximum credit risk in-
volved at the end of financial year. Pihlajalinna regularly reviews the credit risk of its receivables, and the
procedures used to estimate the credit risk. No significant changes have been observed in customers’ pay-
ment behaviour during the financial year.
The management of credit risks related to trade receivables, see
note 26
Financial risk management.
The Group recognised impairment losses of EUR 0.9 (0.9) million on
trade receivables during the financial year
.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
122
Age distribution of trade receivables
EUR 1,000
2024
Expected
impairment losses
Share of expected
impairment losses
Net 2024
Not due
37,010
-3
0.0 %
37,007
Less than 30 days
4,975
-5
0.1 %
4,970
30–60 days
749
-51
6.8 %
698
61–90 days
392
-102
25.9 %
291
More than 90 days
2,779
-348
12.5 %
2,431
Total
45,905
-509
45,397
EUR 1,000
2023
Expected
impairment losses
Share of expected
impairment losses
Net 2023
Not due
34,321
-5
0.0 %
34,316
Less than 30 days
12,924
-7
0.1 %
12,917
30–60 days
1,058
-47
4.4 %
1,012
61–90 days
617
-91
14.7 %
526
More than 90 days
4,013
-316
7.9 %
3,697
Total
52,934
-465
52,469
The Group’s expected credit loss model is based on the amount of historical credit losses. The share of ex-
pected impairment losses varies between financial years because the Group’s expected credit losses based
on historical information vary between different customer groups. Consequently, a particular customer
group representing a higher or lower share of trade receivables can have a significant effect on the amount
of expected credit losses.
The Group’s trade receivables due more than 90 days mainly relate to open receivables from insurance
company customers.
The expected credit losses from contractual assets amount to EUR 0.0 (0.0) million, and the assets in
question have not been taken into account in the table above.
EUR 1,000
2024
2023
Credit loss provision at 1 January
465
781
Credit losses recorded
-876
-920
Change in credit loss provision
920
605
Credit loss provision at 31 December
509
465
Material items incl. in prepayments and accrued income
EUR 1,000
2024
2023
Personnel expenses
3,250
1,837
Expenses paid in advance
5,818
2,656
Hedging, interest rate swap
0
173
Other
884
73
Total
9,953
4,739
The carrying amounts of the receivables correspond materially to their fair values.
18. Provisions
Accounting policies
A provision is recognised when the Group has a legal or constructive obligation resulting from a past event,
when it is probable that the payment obligation will materialise and when the amount of the obligation can
be reliably estimated. The amount recognised as a provision equals the best estimate of the costs required
to fulfil the present obligation on the date of the financial statements.
A restructuring provision is recognised when the Group has in place a detailed plan for such restructuring
and its implementation has commenced or the interested parties have been informed of the main points of
such a plan.
The Group recognises a provision for onerous contracts when the expected benefits to be derived from a
contract are less than the unavoidable expenses of meeting the obligations under the contract.
During the financial year, based on management’s estimate, provisions amounted to EUR 1.7 million has
been recorded related to premises for renovation and maintenance responsibilities. Other provisions relate
mainly to employment matters.
Key accounting estimates and decisions based on management judgement
Estimates of the existence and amount of the obligation must be used when deciding on the existence of
recognition requirements for provisions and determining the amount of provisions. The recognised amount
is the best assessment of the costs caused by the obligation on the financial statements date. Assessment of
the financial effects of the previous event requires management judgement based on previous similar
events and, if necessary, the views of external experts. The assessments may differ in terms of the amount
and existence of future obligations.
EUR 1,000
2024
2023
Current provisions
66
84
Non-current provisions
2,519
123
Total
2,586
207
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
123
-
Onerous
contracts
Restructuring
provision
Premises
Other
provisions
Total
EUR 1,000
1.1.2023
89
0
0
0
89
Increases in provisions
306
1,139
0
0
1,445
Provisions used
-189
-1,139
0
0
-1,327
Reversals of unused provisions
0
0
0
0
0
31.12.2023
207
0
0
0
207
Increases in provisions
0
0
1,700
907
2,607
Provisions used
-79
0
0
-150
-229
Reversals of unused provisions
0
0
0
0
0
31.12.2024
128
0
1,700
757
2,586
19. Trade and other payables
EUR 1,000
2024
2023
Trade payables
24,075
27,051
Accrued liabilities
88,695
90,466
Prepayments
27
311
Other liabilities
8,288
7,503
Total
121,085
125,333
Material items included under Accrued liabilities:
Wages and salaries and social security payments
53,139
53,823
Doctor’s fee liability
19,140
17,055
Allocation of purchase invoices
8,242
11,481
Current contract liabilities
1,274
1,347
Unpaid interest expenses
2,291
2,147
Other accrued liabilities
4,608
4,614
Total
88,695
90,466
20. Deferred tax assets and liabilities
Accounting policies
Deferred taxes are calculated on temporary differences between the carrying amount and the tax base.
However, a deferred tax
liability shall not be recognised on the initial recognition of goodwill, or on the ini-
tial recognition of an asset or liability in a transaction which is a business combination and, at the time of
the transaction, affects neither accounting profit nor taxable profit and, at the time of the transaction, does
not give rise to equal taxable and deductible temporary differences.
In the Group, the most significant temporary differences result from depreciation and amortisation of
property, plant and equipment and intangible assets, fair value-based adjustments made in connection with
business combinations, and unused tax losses.
Deferred taxes are calculated by applying tax rates enacted or substantively enacted by the end of the
reporting period.
A deferred tax asset is only recognised to the extent that it is probable that taxable profit will be available
against which the temporary difference can be utilised. However, a deferred
tax asset is not recognised if it
arises from the initial recognition of an asset or liability in a transaction that is not a business combination
and, at the time of the transaction, affects neither accounting profit nor taxable profit and, at the time of
the transaction, does not give rise to equal taxable and deductible temporary differences. Whether or not
deferred tax assets can be recognised in this respect is always estimated at the end of each reporting pe-
riod.
The Group shall offset deferred tax assets and liabilities where these relate to the same taxation authority
and the same taxable entity. Deferred tax assets and tax liabilities for leases are presented separately
in the
notes to the financial statements.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
124
Changes in deferred taxes during 2024:
Deferred tax assets (EUR 1,000)
1 January
2024
Recognised in profit
and loss
Recognised in the statement
of comprehensive income
Business combinations
Reclassification
31 December
2024
Tax losses carried forward confirmed by tax authorities
8,467
-7,186
1,281
Sales proceeds from sale and leaseback arrangements
163
-30
133
Provisions
186
202
389
Share-based incentive scheme
53
-46
6
Leases - lease liabilities
46,118
-3,705
42,412
Cloud computing arrangements
330
60
390
Other items
3,485
-20
-162
3,303
Net effect of deferred tax liabilities and assets
-44,206
4,037
-40,170
Deferred tax assets on the statement of financial position
14,595
-6,688
-162
7,746
Deferred tax liabilities
Tangible and intangible assets
5,588
19
5,607
Recognition of assets at fair value in business combinations
1,278
-424
854
Fair value hedging
669
-231
438
Leases - right-of-use assets
41,517
-3,836
37,681
Other items
481
16
498
Cloud Computing arrangements
0
67
67
Net effect of deferred tax liabilities and assets
-41,081
3,837
-37,244
Deferred tax liabilities on the statement of financial position
8,453
-321
-231
7,901
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
125
Changes in deferred taxes during 2023:
Deferred tax assets (EUR 1,000)
1 January
2023
Recognised in profit
and loss
Recognised in the statement
of comprehensive income
Business combinations
Reclassification
31 December
2023
Tax losses carried forward confirmed by tax authorities
11,860
-3,394
8,467
Sales proceeds from sale and leaseback arrangements
193
-30
163
Provisions
227
-41
186
Share-based incentive scheme
5
48
53
Reclassification to assets held for sale
-63
63
0
Leases - lease liabilities
45,915
203
46,118
Cloud computing arrangements
228
102
330
Other items
3,583
-98
3,485
Net effect of deferred tax liabilities and assets
-44,623
417
-44,206
Deferred tax assets on the statement of financial position
17,324
-2,729
14,595
Deferred tax liabilities
Tangible and intangible assets
5,344
244
5,588
Recognition of assets at fair value in business combinations
1,705
-428
1,278
Fair value hedging
1,023
-354
669
Leases - right-of-use assets
41,289
228
41,517
Other items
99
383
481
Net effect of deferred tax liabilities and assets
-40,948
-133
-41,081
Deferred tax liabilities on the statement of financial position
8,512
294
-354
8,453
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
126
-
Available tax
losses
Deferred tax assets
recorded
Deferred tax
assets not
recorded
Tax losses
2024
2023
2024
2023
2024
2023
Maturing within five years
971
1,757
161
324
34
32
Maturing later than within
five years
15,273
55,702
1,121
8,143
1,934
2,993
Total
16,244
57,460
1,281
8,467
1,968
3,025
Taxes calculated on the basis of
the Finnish tax rate (20%)
3,249
11,492
21. Financial assets and liabilities by measurement category
Accounting policies
When a financial asset or liability is recognised on the transaction date, the Group measures it at its acquisi-
tion cost, which is equal to the fair value of the consideration give or received. Derivative contracts are rec-
ognised in the balance sheet at fair value on the trade day and subsequently remeasured at their fair value
on the balance sheet date.
Financial assets
For the purpose of measurement after initial recognition, the Group’s financial assets are classified as finan-
cial assets measured at amortised cost and financial assets measured at fair value through profit or loss. Fi-
nancial assets are derecognised when the Group has lost its contractual right for the financial assets in ques-
tion or has transferred substantially all risks and rewards outside the Group.
The Group’s trade receivables,
lease deposits and cash and cash equivalents have been classified as finan-
cial assets measured at amortised cost using the effective interest method, taking any impairment into ac-
count.
Financial assets measured at fair value through profit or loss consist of quoted and unquoted shares and
loan receivables. The Group has no holdings of shares quoted in public markets.
Derivative contracts are recognised in the balance sheet at fair value on the trade date and subsequently
remeasured at their fair value on the balance sheet date. Derivatives that do not meet the conditions of
hedge accounting are recorded in the income statement. The change in fair value is recorded in equity in
fair value reserve if the derivative contract meets the conditions of cash flow hedging. If hedge accounting is
not applied derivatives are revalued to fair value at the end of the reporting period and the profit or loss dif-
ference arising from the valuation is recorded in the income statement.
Cash and cash equivalents
Cash and cash equivalents consist of cash at hand and demand deposits. The account with credit limit in use
is included in current financial liabilities.
Financial liabilities
The Group classifies loans from financial institutions, accounts with credit limits, lease liabilities, trade paya-
bles and other liabilities as financial liabilities measured at amortised cost using the effective interest
method. Transaction costs are included in the initial carrying amount. Arrangement fees for loan commit-
ments are treated as transaction costs. The Group classifies contingent considerations arising from M&A
transactions as financial liabilities measured at fair value through profit or loss. No interest is paid on liabili-
ties arising from contingent considerations. Any contingent consideration is measured at fair value at the
date of acquisition and classified as a liability. A contingent consideration classified as a liability is measured
at fair value at the end of each reporting period, and any resulting gain or loss is recognised in profit or loss
after the end of the measurement period. The valuation principles of derivatives are discussed above in the
section
Financial assets
.
Financial liabilities are classified as current liabilities, unless the Group has an unconditional right to
postpone their repayment to a date that is at least 12 months subsequent to the end of the reporting
period.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
127
EUR 1,000
Note
Fair value
hierarchy
Fair value
through
profit or
loss
Fair value -
hedging
instrument
Amortised
cost
Total
carrying
amounts
Fair values
total
31 Dec 2024
Carrying amounts of financial assets
Non-current financial assets
Other shares and
participations
level 3
166
166
166
Lease deposits
16
level 2
122
122
122
Other receivables
16
level 2
90
90
90
Loan receivables
level 3
2,005
2,005
2,005
Current financial assets
Trade receivables
17
45,397
45,397
45,397
Other receivables
17
level 2
830
830
830
Interest derivatives
26
level 2
Cash and cash equivalents
30,908
30,908
30,908
Total
2,171
77,348
79,519
79,519
Carrying amounts of financial liabilities
Non-current financial liabilities
Loans from financial
institutions
23
level 2
113,203
113,203
113,203
Lease liabilities
23
level 2
180,887
180,887
180,887
Other liabilities
23
level 2
499
499
499
Contingent considerations
level 3
871
871
871
Current financial liabilities
Loans from financial
institutions
23
level 2
1,823
1,823
1,823
Cheque account with credit li-
mit
23
Contingent considerations
level 3
Lease liabilities
23
level 2
31,047
31,047
31,047
Interest derivatives
26
level 2
808
808
808
Trade and other payables
19
24,075
24,075
24,075
Total
871
808
351,534
353,213
353,213
EUR 1,000
Note
Fair value
hierarchy
Fair value
through
profit or
loss
Fair value -
hedging
instrument
Amortised
cost
Total
carrying
amounts
Fair values
total
31 Dec 2023
Carrying amounts of financial assets
Non-current financial assets
Other shares and
participations
level 3
168
168
168
Lease deposits
16
level 2
234
234
234
Other receivables
16
level 2
90
90
90
Loan receivables
level 3
2,108
2,108
2,108
Current financial assets
Trade receivables
17
52,469
52,469
52,469
Other receivables
17
level 2
241
241
241
Interest derivatives
26
level 2
173
173
173
Cash and cash equivalents
24,517
24,517
24,517
Total
2,276
173
77,550
79,999
79,999
Carrying amounts of financial liabilities
Non-current financial liabili-
ties
Loans from financial
institutions
23
level 2
143,800
143,800
143,800
Lease liabilities
23
level 2
199,834
199,834
199,834
Other liabilities
23
level 2
536
536
536
Contingent considerations
level 3
210
210
210
Current financial liabilities
Loans from financial
institutions
23
level 2
2,296
2,296
2,296
Cheque account with credit
limit
23
Contingent considerations
level 3
700
700
700
Lease liabilities
23
level 2
30,754
30,754
30,754
Trade and other payables
19
27,051
27,051
27,051
Total
910
404,271
405,181
405,181
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
128
Fair value assessment
Financial assets and liabilities recognised at fair value on the consolidated statement of financial position are
classified according to their valuation-based hierarchy levels and measurement methods as follows:
Fair value hierarchy levels
Level 1:
Fair values are based on quoted prices in active markets for identical assets and liabilities. The
Group has no financial assets or liabilities measured according to level 1 of the hierarchy.
Level 2:
The fair value is determined using valuation methods. The financial assets and liabilities are not sub-
ject to trading in active and liquid markets. The fair values can be determined based on quoted market
prices and deduced valuation. The carrying amount of the trade receivables and financial assets essentially
corresponds to their fair value, as the effect of discounting is not significant taking the maturity of the re-
ceivables into consideration. The fair values of lease liabilities are based on discounted cash flows. The fair
values of loans essentially correspond to their carrying amount since they have a floating interest rate and
the Group’s risk premium has not materially changed. The carrying amount of other financial liabilities es-
sentially corresponds to their fair value, as the effect of discounting is not significant taking the maturity of
the receivables into consideration. Derivative financial instruments are initially recognized at fair value on
the trade date and are subsequently remeasured at their fair value on the balance sheet date.
Level 3:
The fair value is not based on verifiable market information, and information on other circum-
stances affecting the value of the financial asset or liability is not available or verifiable.
The Group’s other shares and participations consist solely of shares in unlisted companies.
22. Notes on equity
Accounting policies
The Group classifies all instruments it issues either as an equity instrument or a financial liability, depending
on their nature. Equity instruments are any contracts evidencing a residual interest in the assets of the com-
pany after deducting all of its liabilities. Costs relating to the issue or purchase of equity instruments are
presented as a deduction from equity.
Pihlajalinna’s equity consists of the share capital, fair value reserve, reserve for invested unrestricted eq-
uity, hybrid bond, retained earnings and treasury shares held by the parent company.
Reconciliation of the number of shares
EUR 1,000
Number of
outstanding
shares,
1,000 pcs
Number
of
treasury
shares,
1,000 pcs
Number of
shares
Share
capital
Reserve for
invested
unrestricted
equity
Treasury
shares
Total
1 January 2023
22,550
70
22,620
80
116,520
822
117,422
Share-based
rewards
17
-17
-192
-192
31 December 2023
22,566
54
22,620
80
116,520
629
117,229
1 January 2024
22,566
54
22,620
80
116,520
629
117,229
Acquisition of
treasury shares
-109
109
937
937
Share-based
rewards
22
-22
-231
-231
31 December 2024
22,479
141
22,620
80
116,520
1335
117,935
Treasury shares
The total number of Pihlajalinna shares is 22,620,135. On the financial statements date, 22,478,951 shares
were outstanding and 141,184 were held by the Company. Pihlajalinna conveyed a total of 10,000 own
shares to CEO Tuomas Hyyryläinen in January 2024. The remuneration was related to the right agreed upon
in the CEO’s contract to acquire shares at the beginning of the share-based incentive scheme, when Pihla-
jalinna conveyed shares in exchange for purchases. Pihlajalinna conveyed,
in May 2024, a total of 11,977
own shares as part of the remuneration of the Board of Directors.
Share capital
Pihlajalinna has one share series, with each share entitling its holder to one vote at a General Meeting of
shareholders. The company’s shares have no nominal value. All shares bestow their holders with equal
rights to dividends and other distribution of the Company’s assets. The shares belong to the book-entry sys-
tem.
Fair value reserve
The fair value reserve includes an effective portion of the change in the fair value of derivatives for which
cash flow hedge accounting is applied. The fair value reserve also includes the remaining value on the re-
porting date of the derivative contract sold in early 2023. The gain on the sale is presented in the fair value
reserve less taxes and transferred to be recognised through profit or loss in the same periods as the hedged
expected future cash flows will affect the result, meaning the years 2023–2027. On the reporting date, the
sold derivative contract’s share of the fair value reserve was approximately EUR 1.8 (2.5) million.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
129
Reserve for invested unrestricted
equity
The reserve for invested unrestricted equity contains other equity-like investments and the share subscrip-
tion price to the extent that this is not entered in share capital under a specific decision.
Hybrid Bond
Pihlajalinna issued EUR 20 million hybrid bond on 27 March 2023. The coupon rate for the hybrid loan is a
fixed interest rate of 12.00 per cent per annum until 27 March 2026 (“Reset Date”). From the Reset Date
onwards, the hybrid bond will bear a floating interest rate of 14.00 per cent plus the three-month Euribor,
as specified in the terms and conditions of the hybrid bond. The hybrid bond does not have a specified ma-
turity date. Pihlajalinna is entitled to redeem the hybrid bond on the Reset Date and thereafter on each in-
terest payment date.
The hybrid bond is a financing instrument that is subordinated to the Company’s other debt obligations.
The hybrid bond is treated as an equity item in accordance with its nature. For this reason, the accrued in-
terest and the transaction costs related to the issue of the hybrid bond are also presented in equity accord-
ing to their nature, less any tax effect. The hybrid bond does not confer on the holders the rights of a share-
holder and do not dilute the holdings of the current shareholders.
Interest on the hybrid bond of EUR 1.9 million and issue expenses of EUR 0.4 million in the comparison
period have been recognised as deduction of retained earnings. On the financial statements date, the un-
paid interest from the hybrid bond was EUR 1.9 (1.9) million.
Distributable funds
The parent company’s total distributable funds amount to EUR 216,832,340.28, of which the profit for the
financial year accounts for EUR 15,823,303.76.
Dividends
A dividend of EUR
0.07
per share was distributed on the result for 2023. The Board of Directors proposes
that, a dividend of EUR
0.38
per share be paid for the financial year that ended on 31 December 2024.
No material changes have taken place in the Company’s financial position after the end of the financial
year. The Company’s
liquidity position is good and, in the view of the Board of Directors, the proposed dis-
tribution does not jeopardise the company’s ability to fulfil its obligations.
23. Financial liabilities
EUR 1,000
2024
2023
Non-current interest-bearing liabilities
Loans from financial institutions
113,203
143,800
Other liabilities
499
536
Lease liabilities
180,887
199,834
294,589
344,169
Current interest-bearing liabilities
Loans from financial institutions
1,823
2,296
Lease liabilities
31,047
30,754
Yhteensä
32,870
33,051
Interest-bearing financial liabilities total
327,459
377,220
Pihlajalinna’s financing arrangement is described in more detail in note 26 Financial risk management.
The loan instalments drawn under the Group’s revolving credit facility are de facto long-term items
in spite of their maturity being 1, 3 or 6 months, because Pihlajalinna has an unequivocal right to post-
pone repayment by a minimum of 12 months from the reporting date.
Lease liabilities
EUR 1,000
2024
2023
Non-current lease liabilities
Right-of-use plots
374
443
Right-of-use buildings and business premises
179,321
198,890
Right-of-use equipment
1,192
500
180,887
199,834
Current lease liabilities
Right-of-use plots
77
100
Right-of-use buildings and business premises
30,120
30,076
Right-of-use equipment
850
578
31,047
30,754
24. Changes in interest-bearing liabilities with no impact on cash flow
EUR 1,000
2023
Cash flow
New instalments and
lease liabilities
Effective
interest rate
2024
Non-current interest-bearing
liabilities
144,336
-32,086
1,512
-60
113,702
Current interest-bearing
liabilities
2,296
-473
0
0
1,823
Lease liabilities
230,588
-32,068
13,414
0
211,934
Total
377,220
-64,628
14,926
-60
327,459
25. Capital management
The goal of the Group’s capital management is to ensure that the normal requirements of business opera-
tions are met, enable investments in line with the Group’s strategy and increase long-term shareholder
value. The Group influences its capital structure mainly through the distribution of dividend and share is-
sues.
The key indicators concerning capital management are the equity ratio, the ratio of net debt to adjusted
EBITDA and gearing. Loan covenants related to financing arrangement are described in more detail in the
note 26
Financial risk management.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
130
EUR 1,000
Note
2024
2023
Equity
168,951
144,591
Total statement of fin. position – deferred revenue
630,139
657,187
Equity ratio¹⁾
26.8 %
22.0 %
Interest-bearing financial liabilities
23
327,459
377,220
Cash and cash equivalents
-30,908
-24,517
Interest-bearing net debt
296,551
352,703
Gearing²⁾
175.5 %
243.9 %
EBITDA
101,508
72,487
EBITDA adjustment items*
-779
8,133
Adjusted EBITDA
100,728
80,621
Net debt/adjusted EBITDA
2.9
4.4
* Significant transactions that are not
part of the normal course of business,
are related to business acquisition costs
(IFRS
3), are infrequently occurring events
or valuation items that do not affect
cash flow are treated as adjustment
items af-
fecting comparability between review
periods. According to Pihlajalinna’s
definition, such items include, for example,
restructuring measures, impairment of assets
and the remeasurement of previous
assets held by subsidiaries, the costs of
closing down businesses and business locations,
gains and losses on the sale of businesses,
costs arising from operational
restructuring and the integration
of acquired businesses, costs related
to the termination of employment relationships,
as well as fines and corresponding compensation
payments. Pihlajalinna has also presented
costs according to the IFRS
Interpretations Committee’s
Agenda Decision concerning cloud computing
arrangements, and reversals
of amortisation,
as adjustment items. Cloud computing arrangements
costs and reversals of amortisation
according to the IFRS Interpreta-
tions Committee’s Agenda
Decision has not been presented as adjustment
items since 1 January 2024. EBITDA ad-
justments amounted to EUR -0.8 (8.1) million
for the financial year that ended on 31 December
2024.
¹⁾ The formula for calculating the equity ratio is 100 x Equity / (Total statement of financial position – de-
ferred revenue)
²⁾ The formula for calculating gearing is 100 x Interest-bearing net debt / Equity.
26. Financial risk management
The Group’s main financial risks consist of credit and counterparty risk as well as interest rate and liquidity
risks. The Group operates in Finland and is therefore not exposed to material foreign exchange risks in its
operations. The Group’s general risk management policies are approved by the Board of Directors. The
Group’s Chief Financial Officer, together with the operative management, is responsible for identifying fi-
nancial risks and for practical risk management. The goal of the Group’s risk management is to ensure suffi-
cient liquidity, minimise financing costs and regularly inform the management about the Group’s financial
position and risks.
Group’s financial administration actively monitors compliance with the financial covenants and assesses
financial leeway in relation to the covenant maximums as part of the Group’s business planning.
Liquidity risk
The Group monitors the amount of financing required by business operations by analysing cash flow fore-
casts in order to make sure the Group has a sufficient amount of liquid assets for financing operations and
repaying maturing loans. The Group aims to ensure the availability and flexibility of financing with adequate
credit limits, a balanced maturity profile and sufficiently long maturities for borrowings, as well as by ob-
taining financing through several financial instruments. Monitoring and forecasting financial covenants in-
cluded in the Company’s financing agreements is continuous.
In June 2024, Pihlajalinna rearranged its long-term debt financing with a sustainability-linked financing
arrangement. The agreement includes a EUR 110 million term loan for refinancing the Group’s previous
debt, and a revolving credit facility of EUR 60 million for general financing purposes. The financing agree-
ment is for three years and includes two option years.
Pihlajalinna has an interest rate swap agreement with a nominal value of EUR 65 million, which is used to
convert the interest on a floating rate financing arrangement to a fixed rate. Cash flow hedge accounting is
applied to the interest rate swap agreement, which means that the effective portion of the change in fair
value is recognised in other comprehensive income. The interest rate swap entered into effect in March
2023 and will remain in effect until 25 March 2027. Its fair value was -0.8 (0.2) million at the end of the fi-
nancial year.
On 27 March 2023, Pihlajalinna issued a hybrid bond with an annual coupon of 12 per cent. The hybrid
bond does not have a specified maturity date. Pihlajalinna is entitled to redeem the hybrid bond on the Re-
set Date, 27 March 2026, and thereafter on each interest payment date. The hybrid bond is treated as an
equity item in Pihlajalinna’s IFRS consolidated financial statements, and it is described in more detail in note
22
Notes on equity
.
On the financial statements date, the Group’s cash and cash equivalents amounted to EUR 30.9 (24.5)
million, in addition to which the Group had EUR 70.0 (70,0) million in unused committed credit limits availa-
ble. Unused credit limits consist of EUR 10 million credit limit agreement and EUR 60 million unwithdrawn
revolving credit facility. The Group’s
equity ratio at the end of the financial year was 26.8 (22.0) per cent.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
131
Financial liabilities repayment schedule
The table below presents the contractual maturity of financial liabilities. The figures are undiscounted, and
they include both future interest payments and repayments of principal. Interest payments related to the
loan instalments drawn are presented in the table below according to the actual timing of their payment.
EUR 1,000
Carrying
amount at 31
Dec 2024
less than 1
year
1–2 years
2–3 years
3–4 years
over 4
years
Loans from financial
institutions
115,026
-7,325
-7,065
-114,111
-843
Lease liabilities
211,934
-34,556
-30,970
-26,674
-22,858
-113,923
Other interest-bearing
liabilities
499
-57
-57
-57
-57
-569
Contingent considerations
871
-6
-874
Trade payables
24,075
-24,075
Total
352,405
-66,020
-38,966
-140,842
-23,758
-114,492
EUR 1,000
Carrying
amount at 31
Dec 2023
less than 1
year
1–2 years
2–3 years
3–4 years
over 4
years
Loans from financial
institutions
136,096
-9,355
-8,607
-132,628
-1,239
-424
Revolving credit facility
10,000
-543
-541
-10,223
Lease liabilities
230,588
-34,452
-31,357
-26,340
-23,702
-134,500
Other interest-bearing
liabilities
536
-57
-57
-57
-57
-589
Contingent considerations
910
-706
-216
Trade payables
27,051
-27,051
Total
405,181
-72,165
-40,779
-169,249
-24,998
-135,513
Loan covenants
The Group’s key loan covenants are reported to the financiers on a quarterly basis. If the Group breaches
the loan covenant terms, the creditors may accelerate the repayment of the loans. The management moni-
tors the fulfilment of loan covenant terms and reports on them to the Board of Directors on a regular basis.
The financing arrangement includes the customary financial covenants concerning leverage (ratio of net
debt to pro forma EBITDA) and gearing. IFRS 16 lease liabilities are not taken into account in the calculation
of the covenants. Additionally, the loan margin of the financing is linked to Pihlajalinna’ s main sustainability
targets: patient satisfaction, access to surgical treatment and employee satisfaction. Sustainability objec-
tives have a minor effect on the loan margin, depending on how many of the agreed-upon sustainability tar-
gets are achieved. At the end of the financial year, the sustainability targets linked to the financing arrange-
ment did not cause any changes in the loan margins.
The gearing covenant of the financing arrangement is 115 per cent and the leverage covenant is 3.75.
During the financial year and at the end of it, the Group met the financial covenants agreed upon in the
agreement. At the end of the reporting period, 31 December 2024, the withdrawn loan amount to which
the covenants apply was EUR 110.0 million (EUR 140.0 million).
Interest rate risk
The Group is exposed to interest rate risk through its external financing arrangement. In accordance with
the Group’s risk management principles, the Board of Directors decides on the need for, and extent of,
in-
terest rate hedging for the Group’s loan portfolio.
The Group has an interest rate swap agreement with a nominal value of EUR 65 million, which is used to
to hedge its floating rate financing arrangement. Cash flow hedge accounting is applied to the interest rate
swap agreement. The interest rate swap entered into effect
in March 2023 and will remain in effect until 25
March 2027. The Group sold its earlier interest rate swap agreement in early 2023 and the fair value of the
interest rate swap agreement at the time of concluding the agreement was approximately EUR 3.9 million.
The gain on the sale is presented in the fair value reserve less taxes and is recognised through profit or loss
in the same periods as the hedged expected future cash flows will affect the result, meaning the years
2023–2027.
On the financial statements date, 66 (63) per cent of the interest-bearing liabilities were subject to fixed
interest rates. During the financial year, the average
annual interest rate on the Group’s interest
-bearing
liabilities and derivatives was approximately 2.9 (3.2) per cent. The duration, i.e. the fixed interest rate pe-
riod, of the financing portfolio was 3.5 (3.6) years.
The table below presents the Group’s interest rate position at the end of the financial year.
EUR 1,000
2024
2023
Fixed rate financial liabilities
216,960
236,786
Variable rate financial liabilities
111,908
141,822
Financial liabilities subject to hedge accounting
-65,000
-65,000
Total variable rate
position
46,908
76,822
The table below presents the effects on consolidated profit before tax should market interest rates
rise or
fall, all other things being equal. The sensitivity analysis is based on the interest rate position at the closing
date of the reporting period, including the hedging effect of derivatives. Since the Group has no material
interest-bearing assets, its income and operating cash flows are not materially exposed to changes in mar-
ket interest rates.
EUR 1,000
2024
2024
2023
2023
Change
1.0 percentage
units higher
1.0 percentage
units lower
1.0 percentage
units higher
1.0 percentage
units lower
Effect on profit before tax
-469
489
-768
1,418
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
132
Derivative financial instruments and hedge accounting
Accounting policy
The Group applies hedge accounting to reduce the future cash flow variation in profit due to the variation in
interest rates. Derivative financial instruments are initially recognized at fair value on the trade date and are
subsequently remeasured at their fair value on the balance sheet date. Derivative contracts are included in
current assets or liabilities, except derivatives maturities greater than 12 months after the balance sheet
date, which are classified as non-current assets or liabilities. The effective portion of the changes in the fair
value of derivative financial instruments that are designated and qualified as cash flow hedges are recog-
nized in the fair value reserve of equity.
In cash flow hedges the critical terms in hedged item and hedging instruments are the same and hedge
ratio is 1:1. When a hedging arrangement is entered into, the relationship between the hedged item and the
hedging instrument, as well as the objectives of the Group's risk management are documented. The effec-
tiveness of the hedge relationship is tested regularly and the effective portion is recognised, according to
the nature of the hedged item, against the change in the fair value of the hedged item in the fair value re-
serve of equity.
The ineffective portion is recognized in the income statement either in operating profit or
financial income and expenses. Hedge accounting is discontinued when the hedging instrument expires or is
sold, or when the contract is terminated or exercised. Any cumulative gain or loss existing in equity at that
time remains in equity until the forecast transaction has occurred.
Deriatives used for hedging
The Group has an interest rate swap agreement with a nominal value of EUR 65 million, which is used to
hedge its floating rate financing arrangement. Cash flow hedge accounting is applied to the interest rate
swap agreement. The interest rate swap entered into effect
in March 2023 and will remain in effect until 25
March 2027. Its fair value was EUR -0.8 (0.2) million at the end of the financial year. Under the contract, the
Group pays a fixed interest of 2.8 per cent and receives the floating six-month Euribor interest beginning
from the start date.
The Group sold its earlier interest rate swap agreement in early 2023 and the fair value of the interest
rate swap agreement at the time of concluding the agreement was approximately EUR 3.9 million. The gain
on the sale is presented in the fair value reserve less taxes and is recognised through profit or loss in the
same periods as the hedged expected future cash flows will affect the result, meaning the years 2023-2027.
The table below shows the annual cash flows of the derivative calculated at market interest rates. In addi-
tion, a sensitivity analysis of the derivative is presented below, illustrating the change in the market value of
the derivative when the yield curve rises or falls and other factors remain unchanged.
Interest rate swap agreement cash flows
EUR 1,000
2025
2026
2027
Total
Interest rate swap agreement cash flow 31 Dec 2024
Interest rate swap agreement
-21
-440
-176
-637
EUR 1,000
2024
2025
2026
2027
Total
Interest rate swap agreement cash flow 31 Dec 2023
Interest rate swap agreement
632
-314
-536
-235
-453
Interest rate swap agreement sensitivity analysis
EUR 1,000
2024
2024
Change in the yield curve
1.0 percentage units
lower
1.0 percentage units
higher
Market value change of the interest rate swap agreement
-1,300
1,282
EUR 1,000
2023
2023
Change in the yield curve
1.0 percentage units
lower
1.0 percentage units
higher
Market value change of the interest rate swap agreement
-1,928
1,868
Credit risk
The Group’s credit risk mostly consists of credit risks involved in customer receivables related to business
operations. The Group’s largest customers are wellbeing services counties, insurance companies or large
and solvent listed companies. The Group’s key credit risks are presented in Note 17
Trade and other receiva-
bles.
The payment information of corporate and private customers is checked at every appointment. For the
collection of payments, the Group uses an external collections agency. The Group offers private customers
financing via SveaRahoitus. This arrangement includes a check of the customer’s creditworthiness.
The age distribution of trade receivables is presented in Note 17
Trade and other receivables.
The amount
of credit losses recorded in profit or loss during the financial year was not significant. The maximum amount
of the Group’s credit risk equals to the carrying amount of financial assets at the end of the financial year
(see Note 21
Financial assets and liabilities by measurement category
).
Currency risk
The Group operates mainly in Finland and is not therefore exposed to material foreign exchange risks in its
operations. The Group’s annual procurements in foreign currencies are insignificant.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
133
27. Acquired business operations and divestments
Accounting policies
When the Group acquires assets either through business arrangements or through other arrangements, the
management evaluates the actual nature of the asset and the business when determining whether it is a
business combination.
When an asset or a group of assets does not form a business operation, the acquisition is not treated as a
business combination and in that case the Group records the acquisition of individual assets and liabilities.
The acquisition cost is allocated to individual assets and liabilities in proportion to their current values at the
time of acquisition, and no goodwill is generated.
Acquisitions defined as business operations are treated as business combinations. The Group records
business combinations using the acquisition method. The transferred consideration, including the contin-
gent consideration and the identifiable assets and liabilities of the acquired company, are valued at fair
value at the time of acquisition. Acquisition related expenses are recorded as expenses in the period in
which they have incurred. The acquired business operations are consolidated to the financial statements
from the moment the Group obtains control over the acquired business. The share of non-controlling inter-
ests is recorded for each acquisition either at fair value or at an amount that corresponds to the relative
share of the non-controlling interests in the net assets of the target of acquisition.
If the initial accounting for a business combination is incomplete by the end of the reporting period in
which the combination occurs, the Group presents these acquisitions as preliminary in its financial state-
ments. Preliminary items are adjusted, and new assets and liabilities are recorded retrospectively, if new
information is received that concerns the facts and circumstances that existed at the time of acquisition and
which, if it had been known, would have affected the amounts recorded at that time. The measurement pe-
riod may not exceed one year from the acquisition date.
27.1. Acquired business operations
Acquired business operations 2024
On 1 May 2024, Pihlajalinna acquired full ownership of its former associated company Kuura Digilääkäri
Oy. Pihlajalinna's previous holding in the company was 45 per cent. On 1 July 2024, Pihlajalinna acquired
41.34 per cent of the shares of its former associated company Digital Health Solutions Oy. Following the
transaction, Pihlajalinna holds 82.37 per cent of the company’s shares. Pihlajalinna consolidates the com-
panies as an acquisition achieved in stages. The pre-existing interest in the acquirees were remeasured
to fair value and the capital gain, amounting to EUR 78 thousand, was recognised in other operating in-
come. Since the acquisitions are not material individually, the following acquisition calculations on the
acquired business operations have been consolidated:
EUR million
2024
Consideration transferred
Cash
3.6
Total acquisition cost
3.6
Assets and liabilities acquired for consideration at the time of acquisitions were as follows:
EUR million
Note
2024
Trade and other receivables
0.2
Cash and cash equivalents
0.5
Total assets
0.7
Other liabilities
0.2
Total liabilities
0.2
Acquired net assets
0.5
Goodwill generated in the acquisitions:
EUR million
Note
2024
Consideration transferred
2.0
Previous holding measured at fair value
1.6
Share of the acquisition allocated to non-controlling interest
0.0
Net identifiable assets of acquirees
-0.5
Goodwill
14
3.1
Transaction price paid in cash in the financial year
2.0
Cash and cash equivalents of acquirees
-0.5
Effect on cash flow in the financial year
1.5
The business combination generated goodwill of EUR 3.1 million. The goodwill generated is not tax-de-
ductible. EUR 0.1 million in costs related to the acquisition has been recognised under other operating
expenses (IFRS 3 costs). Revenue recognised as a result of the business combination and the effect on
the result for the financial period is not material.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
134
Acquired business operations 2023
Pihlajalinna had no business acquisitions in the financial year 2023.
27.2. Acquistions of non-controlling interest
Acquisitions 2024
Company
Acquisition
date
Acquired share,
%
New ownership
interest, %
Suomen Yksityiset Hammaslääkärit Oy
1 Sep 2024
5%
100%
Kuusiolinna Terveys Oy
1 Dec 2024
3%
100%
Eur 1,000
Acquisition
price
Change in
non-controlling
interest share
Impact in
Group
earnings
Suomen Yksityiset Hammaslääkärit Oy
52
-40
-12
Kuusiolinna Terveys Oy
120
34
-154
Acquisitions 2023
Company
Acquisition
date
Acquired share,
%
New ownership
interest, %
Suomen Yksityiset Hammaslääkärit Oy
7 Jul 2023 and
16 Oct 2023
32%
95%
Pihlajalinna Ikioma Oy
1 Jan 2023
6%
100%
EUR 1,000
Acquisition
price
Change in
non-controlling
interest share
Impact in
Group
earnings
Suomen Yksityiset Hammaslääkärit Oy
262
-278
15
Pihlajalinna Ikioma Oy
287
-70
-218
Accounting principles
Transactions with non-controlling interests that do not lead to a loss of control are treated as transactions
with owners. Changes in the share of ownership lead to adjustments of the carrying amounts of the Group’s
share and the share of non-controlling interests. The difference between the adjustment made to non-con-
trolling interests’ share and the paid or received consideration is recognised in earnings.
27.3. Divestments
2024
There are no divestments during the financial year 2024.
2023
Pihlajalinna sold its dental care services to Hammas Hohde Oy on 31 March 2023. In the comparison period,
as a result of the divestment, net assets totaling approximately EUR 5.1 million were removed from the con-
solidated statement of financial position. The Group recognized a gain of EUR 3.6 million from the divest-
ment in other operating income in the comparison period. As part of the transaction, the Group sold the
entire share capital of Wiisuri Oy and Pihlajalinna Hammasklinikat Oy, along with the dental care business
operations of certain Group companies
.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
135
28. Subsidiaries and material non-controlling interests
The Group’s structure
The Group had 26 (28) subsidiaries in 2024. Of these subsidiaries, 16 (17) are wholly owned and 10 (11)
are partially owned. A list of all of the Group’s subsidiaries is presented in Note 31
Subsidiaries
. In 2024, the Group had
1 (3) associated companies and 1 (1) joint operation.
Breakdown of material non-controlling interests in the Group
Main busines lo-
cation
Non-controlling interests’
share of the votes
Non-controlling interests’
share of profit or loss
Non-controlling interests’
share of equity
EUR 1,000
2024
2023
2024
2023
2024
2023
Jämsän Terveys Oy
Jämsä
49%
49%
2,176
-1,288
-2,997
-5,173
Pihlajalinna Erityisasumispalvelut Oy
Hämeenlinna
30%
30%
31
129
30
-1
Dextra Lapsettomuusklinikka Oy
Helsinki
49%
49%
368
166
953
584
Pihlajalinna Liikuntakeskukset Group
several
30%
30%
-210
-417
826
1,036
Total
2,365
-1,410
-1,189
-3,554
Summary of financial information on subsidiaries with a material non-controlling interest
Jämsän Terveys Oy
Pihlajalinna Erityisasumispalvelut
Oy
Dextra Lapsettomuusklinikka Oy
Pihlajalinna Liikuntakeskukset
Group
2024
2023
2024
2023
2024
2023
2024
2023
Current assets
2,934
3,725
757
1,136
2,356
1,439
1,098
1,430
Non-current assets
409
876
3,898
4,126
3,378
3,651
36,917
37,916
Current liabilities
9,459
15,059
1,337
1,254
1,124
936
18,662
18,136
Non-current liabilities
80
3,215
3,996
2,041
2,321
17,483
18,632
Revenue
38,771
69,204
7,176
6,848
5,445
5,100
15,327
14,489
Operating profit
4,351
-2,663
168
595
904
364
538
-127
Profit/loss
4,440
-2,628
104
430
751
338
-707
-1,401
Share of profit/loss attributable to owners of the parent
2,264
-1,340
73
301
383
172
-497
-984
Non-controlling interests’ share of profit/loss
2,176
-1,288
31
129
368
166
-210
-417
Net cash flow from operating activities
-3,833
1,925
913
826
1,478
1,085
5,066
4,808
Net cash flow from investing activities
241
-85
91
-184
-1,015
-669
20
-599
Net cash flow from financing activities
3,652
-2,403
-1,004
-642
-465
-418
-5,060
-4,496
of which dividends paid to non-controlling interests
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
136
29. Interests in associates and joint arrangements
Changes in interests during the financial year
On 1 May 2024, Pihlajalinna acquired full ownership of its former associated company Kuura Digilääkäri Oy.
Pihlajalinna's previous holding in the company was 45 per cent. On 1 July 2024, Pihlajalinna acquired 41.34
per cent of the shares of its former associated company Digital Health Solutions Oy. Following the
transaction, Pihlajalinna holds 82.37 per cent of the company’s shares. For more information, refer to Note
27
Acquired business operations and divestments
.
In the comparison period, the share of profit in associated companies and joint ventures include
approximately EUR 0.5 million impairment on Pihlajalinna’s holdings in Digital Health Solutions Oy.
EUR 1,000
2024
2023
Interests in associates
Ullanlinnan Silmälääkärit Oy
26
34
Digital Health Solutions Oy
0
0
Kuura Digilääkärit Oy
0
1,557
Interests in joint operations
Koy Levin Pihlaja Oy
40
40
Total carrying amount
66
1,631
Interests in associates
Main busi-
ness location
Holding, %
Name
2024
2023
Ullanlinnan Silmälääkärit Oy
Helsinki
Healthcare services
37%
37%
Interests in joint operations
The Group owns 31 % in Kiinteistö Oy Levin Pihlaja, which is consolidated as a joint operation according to
the pro rata share.
30. Contingent assets and liabilities and commitments
Collateral given on own behalf
2024
2023
Sureties
5,806
5,300
Properties’ VAT refund liability
4
7
Lease commitments for off-balance sheet leases
897
1,606
Lease deposits
122
234
Hybrid bond interests
Pihlajalinna issued EUR 20 million hybrid bond on 27 March 2023. On the financial statements date, the un-
paid interest on the hybrid bond was EUR 1.9 (1.9) million.
Lawsuits and official proceedings
The City of Jämsä took legal action against Jämsän Terveys Oy regarding a matter concerning the price ad-
justment provision in the service agreement. The difference in views was regarding whether the fixed an-
nual price for social and healthcare services can decrease due to price. Jämsän Terveys filed an additional
counterclaim against the City of Jämsä. The additional counterclaim concerns the effect of changes in the
services under the service agreement on price and the service provider’s liability for financing investments
by the Pirkanmaa Hospital District insofar as such investments serve operations after the term of the service
agreement. The service provider is entitled to price adjustments corresponding to increases in costs and the
contractual parties are under an obligation to negotiate and try to reach an agreement.
On 4 April 2022, the District Court of Central Finland handed down its ruling on the dispute concerning
the service agreement between Jämsän Terveys Oy and the City of Jämsä. The District Court did not deny
the validity of the grounds for the variable charges in Jämsän Terveys’ service agreement, but the District
Court found that the evidence presented regarding the realisation of the costs was insufficient. Pihlajalinna
submitted an application for leave to appeal to the Supreme Court and an appeal concerning part of the
judgement of the Vaasa Court of Appeal.
On 22 November 2023, the Vaasa Court of Appeal handed down its ruling on the dispute. The Court of
Appeal decided to uphold the decision of the District Court. Pihlajalinna submitted an application for leave
to appeal to the Supreme Court and an appeal concerning part of the judgement of the Vaasa Court of Ap-
peal. The Supreme Court did not grant Pihlajalinna leave to appeal concerning the judgement of the Vaasa
Court of Appeal.
Jämsän Terveys Oy has taken legal action in the District Court against the The City of Jämsä, a former client,
mainly concerning COVID-19-related costs which the City of Jämsä has not paid in breach of the service
agreement. In addition, a difference of opinion has emerged between the company and the city during the
2022 financial year on the impact of the transfer of personnel on the annual fee under the service agree-
ment. The District Court of Central Finland considered the case and rendered its decision in late December
2024. The Court ruled the City of Jämsä to pay Jämsän Terveys Oy the COVID-19 related costs it had
claimed, with interest. Other aspects of the dispute, such as the impact of the transfer of personnel on the
annual fee, were settled by the parties before the Court hearing. The City of Jämsä has filed an appeal re-
garding the decision to the Vaasa Court of Appeal and, hence, the decision rendered by the District Court of
Central Finland is not legally binding.
Pihlajalinna is involved in certain pending legal proceedings concerning employment relationships, but they
are not expected to have a significant financial impact on the Group.
Contingent assets
At the end of the financial year 2024, Pihlajalinna has EUR 0.0 (8.2) million in contingent receivables in ac-
cordance with IAS 37. In 2024, EUR 1.5 million of the receivables have been returned as receivables to the
financial statements. The receivables are related to receivables of Jämsän Terveys from
the City of Jämsä,
for which the financial benefit to Pihlajalinna has become certain following the District Court’s decision.
Otherwise, regarding the contingent receivables presented in the 2023 financial statements, Pihlajalinna no
longer considers probable that it will benefit from them financially.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
137
31. Subsidiaries
The Group’s parent company and
subsidiary relationships 31.12.2024
The Group’s parent company is Pihlajalinna Plc, which owns all of Pihlajalinna Terveys Oy’s Series A shares.
Company
Domicile
Holding
% of votes
Pihlajalinna Terveys Oy
Parkano
100%
100%
Ikipihlaja Johanna Oy
Jämsä
100%
100%
Jokilaakson Terveys Oy
Jämsä
90%
90%
Mäntänvuoren Terveys Oy
Mänttä-Vilppula
91%
91%
Ikipihlaja Kuusama Oy
Kokemäki
100%
100%
Ikipihlaja Sofianhovi Oy
Mänttä-Vilppula
100%
100%
Ikipihlaja Matinkartano Oy
Lieto
100%
100%
Ikipihlaja Setälänpiha Oy
Lieto
100%
100%
Ikipihlaja Oiva Oy
Raisio
100%
100%
Kolmostien Terveys Oy
Parkano
96%
96%
Jämsän Terveys Oy
Jämsä
51%
51%
Kuusiolinna Terveys Oy
Alavus
100%
100%
Lääkäriasema DokTori Oy
Lappeenranta
100%
100%
Mediapu Oy
Oulu
100%
100%
Pihlajalinna Erityisasumispalvelut Oy
Hämeenlinna
70%
70%
Dextra Lapsettomuusklinikka Oy
Helsinki
51%
51%
Bottenhavets Hälsa Ab -
Selkämeren Terveys Oy
Kristiinankaupunki
75%
75%
Linnan Klinikka Oy
Hämeenlinna
100%
100%
Pihlajalinna Liikuntakeskukset Oy
Tampere
70%
70%
Forever Helsinki Oy
Helsinki
70%
70%
Suomen Yksityiset Hammaslääkärit Oy
Tampere
100%
100%
Laihian Hyvinvointi Oy
Laihia
100%
100%
Digital Health Solutions Oy
Sotkamo
82%
82%
Pihlajalinna Lääkärikeskukset Oy
Helsinki
100%
100%
Pihlajalinna Ikioma Oy
Mikkeli
100%
100%
Pihlajalinna Kainuu Oy
Sotkamo
100%
100%
Information on the associates is presented in Note 29 Interests in associates and joint arrangements.
Changes in Group Structure
The following changes in Group Structure were implemented during the financial year:
Merged Company
Target Company
Month of
the merge
Pihlajalinna Seppälääkärit Oy
Pihlajalinna Lääkärikeskukset Oy
1 Mar 2024
Kuura Digilääkäri Oy
Pihlajalinna Lääkärikeskukset Oy
1 Oct 2024
Kompassi Lääkärikeskus Oy
Pihlajalinna Lääkärikeskukset Oy
1 Nov 2024
The following changes in Group Structure were implemented during 2023:
Merged Company
Target Company
Month of
the merge
Pihlajalinna Lääkärikeskukset Oy
Pihlajalinna Lääkärikeskukset Oy (former Pihlajalinna
Omasairaala Oy 1.2.-31.12.2022)
1 Jan 2023
Pihlajalinna Turku Oy
Pihlajalinna Lääkärikeskukset Oy (former Pihlajalinna
Omasairaala Oy 1.2.-31.12.2022)
1 Jan 2023
Etelä-Savon Työterveys Oy
Pihlajalinna Lääkärikeskukset Oy (former Pihlajalinna
Omasairaala Oy 1.2.-31.12.2022)
1 Jan 2023
Pihlajalinna Oulu Oy
Pihlajalinna Lääkärikeskukset Oy (former Pihlajalinna
Omasairaala Oy 1.2.-31.12.2022)
1 April 2023
Pihlajalinna Seppämagneetti Oy
Pihlajalinna Lääkärikeskukset Oy (former Pihlajalinna
Omasairaala Oy 1.2.-31.12.2022)
1 May 2023
Acquired and sold business operations are described in more detail in note 27
Acquired business operations
and divestments.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
138
32. Related party transactions
The Group’s related parties consist of the subsidiaries, associates and joint ventures. Key management per-
sonnel considered related parties consist of the members of the Board of Directors,
the Management Team,
including the CEO,
and their family members and companies controlled by them.
Subsidiaries are described
in more detail in note 31
Subsidiaries
. Associate and joint ventures are described in more detail in note 29
Interests in associates and joint arrangements
.
Transactions with related parties which are not eliminated in the consolidated financial statements are
presented as related party transactions.
Employee benefits of management
EUR 1,000
2024
2023
Monetary salaries, Management Team
1,713
1,768
Share-based rewards, Management Team
143
0
Fringe benefits, Management Team
12
36
Post-employment benefits, Management Team
390
277
Management Team, total
2,258
2,081
Salaries and remuneration
Tuomas Hyyryläinen acted as the CEO of Pihlajalinna starting from 1 September 2023. During the financial
year 2023, Joni Aaltonen served as Pihlajalinna's CEO until 8 March 2023 and Mikko Wirén as the interim
CEO from 9 March to 31 August 2023. In 2023, Joni Aaltonen received a total of EUR 353,000 in salaries
and remuneration and Mikko Wirén received EUR 174,000.
EUR 1,000
2024
2023
Tuomas Hyyryläinen
Monetary salaries
378
120
Share-based rewards
143
0
Fringe benefits
0
0
Total
521
120
In January 2024, Pihlajalinna conveyed a total of 20,000 shares to CEO Tuomas Hyyryläinen (gross amount
before deduction of withholding tax). The remuneration was related to the right agreed upon in the CEO's
contract to acquire shares at the beginning of the share-based incentive scheme, when Pihlajalinna con-
veyed shares in exchange for purchases. The arrangement is described in more detail in note 6 Share-ba-
sed payments.
EUR 1,000
2024
2023
Board of Directors
Chair of the Board
Jukka Leinonen
72
68
Vice-Chair of the Board
Leena Niemistö
52
54
Chair of the Audit Committee
Kim Ignatius
53
38
Board member
Heli Iisakka
43
43
Chair of the People and
Sustainability Committee
Hannu Juvonen
52
54
Board member
Tiina Kurki
43
37
Board member (until 3 April 2023)
Mika Manninen
0
6
Chair of the Audit Committee
(until 10 April 2024)
Seija Turunen
2
53
Board member
Mikko Wirén
42
44
Total
358
397
Of the annual remuneration paid in shares, a total of 2,662 (2,636) shares held by the company were trans-
ferred to the Chair of the Board of Directors, 1,774 (1,757) shares transferred to the Vice Chair and the
Chairs of the People and Sustainability Committee and Audit Committee each, and 1,331 (1,318) shares to
each member of the Board of Directors.
According to the CEO’s contract, the notice period for dismissal is 6 months. The company is liable to pay
the CEO one-time compensation for termination amounting to eight months’ total salary. The CEO’s pension
benefits are according to the statutory pension scheme. The CEO Tuomas Hyyryläinen is not a member of
the Board of Directors.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
139
Related party transactions and related party receivables and liabilities:
2024
2023
Key management personnel
Rents paid
1,103
1,014
Services procured
949
1,277
Other payments
138
0
Prepayments
-76
-99
Trade payables
87
179
Interests in associates and joint arrangements
Rents paid
38
29
Services procured
321
944
Other payments
14
75
Trade payables
6
197
During the financial year, the Group has leased its business premises in Karkku, Tampere and Kangasala
from Mikko Wirén's controlling company. Mikko Wirén
is a member of the Board of Directors. The Group
also has an agreement with MWW Oy, a company controlled by Mikko Wirén, under which the Group buys
healthcare professionals’ services and consulting. In addition, during the financial year the Group has paid
old receivables, late payment interests and premises renovation costs to a company controlled by Mikko
Wirén.
Business transactions with associates and joint venture companies comprise mainly of healthcare profes-
sionals’ services obtained from Kuura Digilääkäri Oy in addition to rents paid to Kiinteistö Oy Levin Pihlaja.
33. Events after the balance sheet date
There are no material events after the end of the financial year.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
140
PARENT COMPANY
FINANCIAL STATEMENTS,
FAS
Parent company income statement, FAS
EUR
Note
2024
2023
Revenue
1.1.
11,988,270.96
9,077,280.90
Other operating income
1.2.
529,576.34
395,721.08
Personnel expenses
1.3.
-1,505,644.20
-1,397,212.74
Depreciation, amortisation and impairment
1.4.
-2,808,741.76
-2,672,301.20
Other operating expenses
1.5
-11,742,181.16
-8,876,588.58
Operating profit (loss)
-3,538,719.82
-3,473,100.54
Financial income and expenses
1.6
-621,839.96
-5,353,946.60
Profit (loss) before appropriations and taxes
-4,160,559.78
-8,827,047.14
Appropriations
1.7
Change in depreciation difference
265,842.71
-783,600.41
Group contribution
22,200,000.00
537,000.00
Income taxes
1.8.
-2,481,979.17
1,364,318.99
Profit (loss) for the financial year
15,823,303.76
-7,709,328.56
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
141
Parent company balance sheet, FAS
EUR
Note
2024
2023
Assets
Non-current assets
Intangible assets
2.1
2,152,146.73
3,377,107.41
Property, plant and equipment
2.2
4,960,479.89
6,397,913.16
Investments
2.3
384,535,075.95
384,535,075.95
Total non-current assets
391,647,702.57
394,310,096.52
Current assets
Non-current receivables
2.4
6,062.31
2,488,041.48
Current receivables
2.5
72,586,162.82
50,925,791.76
Cash and cash equivalents
30,637,684.94
24,278,891.96
Total current assets
103,229,910.07
77,692,725.20
Total assets
494,877,612.64
472,002,821.72
Equity and liabilities
Equity
2.6
Share capital
80,000.00
80,000.00
Reserve for invested unrestricted equity
183,190,483.50
183,190,483.50
Retained earnings
17,818,553.02
28,043,605.15
Profit/loss for the financial year
15,823,303.76
-7,709,328.56
Total Equity
216,912,340.28
203,604,760.09
Accumulated appropriations
2.7
1,431,643.08
1,697,485.79
Liabilities
2.8
Non-current liabilities
132,559,107.60
163,649,827.42
Current liabilities
143,974,521.68
103,050,748.42
Total liabilities
276,533,629.28
266,700,575.84
Total equity and liabilities
494,877,612.64
472,002,821.72
Parent company cash flow statement, FAS
EUR
2024
2023
Cash flow from operating activities
Profit for the period
15,823,303.76
-7,709,328.56
Depreciation, amortisation and impairment
2,808,741.76
2,672,301.20
Financial income and expenses
621,839.96
5,353,946.60
Other adjustments (appropriations and taxes)
-19,972,927.67
-1,157,402.06
Cash flow before change in working capital
-719,042.19
-840,482.82
Change in net working capital
1,062,114.17
-1,039,744.79
Operating cash flow before financial items and taxes
343,071.98
-1,880,227.61
Interest received
3,486,952.95
3,308,330.35
Direct taxes paid
0.00
1,489,667.78
Cash flow from operating activities
3,830,024.93
2,917,770.52
Cash flow from investing activities
Investments in tangible and intangible assets
-207,283.68
-1,502,075.32
Proceeds from sale of intangible and tangible assets
50,000.00
52,000.00
Income from dividends
10,000,000.00
0.00
Cash flow from investing activities
9,842,716.32
-1,450,075.32
Cash flow from financing activities
Proceeds from short-term borrowings from group companies
35,823,456.62
29,052,037.78
Loans granted to group companies
3,751,291.99
5,349,810.60
Proceeds from long-term borrowings
110,000,000.00
5,000,000.00
Repayment of long-term borrowings
-141,096,795.80
-33,063,486.74
Group contributions received
537,000.00
0.00
Hybrid bond
0.00
20,000,000.00
Hybrid bond interests and expenses
-2,402,500.00
-431,860.20
Interest paid
-11,410,677.51
-7,317,894.98
Dividends paid
-1,579,002.46
0.00
Acquisition of own shares
-936,721.11
0.00
Cash flow from financing activities
-7,313,948.27
18,588,606.46
Change in cash and cash equivalents
6,358,792.98
20,056,301.66
Cash at the beginning of the financial year
24,278,891.96
4,222,589.95
Cash at the end of the financial year
30,637,684.94
24,278,891.96
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
142
Notes to the financial statements 31 December 2024
Accounting policies
Pihlajalinna Plc (2617455-1), domiciled in Tampere, is the parent company of Pihlajalinna Group. The com-
pany was established on 15 April 2014.
Valuation of non-current assets
Intangible assets and tangible assets have been recognised in the balance sheet at cost. Depreciation and
amortisation according to plan is calculated using the straight-line method over the economic useful lives of
the assets.
The planned depreciation periods are as follows:
Development costs
5–7 years
Other intellectual property rights
3–7 years
Other long-term expenditures
5–7 years
Machinery and equipment
3–10 years
Acquisition costs of assets included in non-current assets with a probable economic useful life of less than 3
years, and small-scale acquisitions (value under EUR 1 200) have been expensed in the financial year during
which they were acquired in full. Financial assets are measured at the lower of cost or fair market value if
the impairment is considered to be permanent.
Recognition of deferred taxes
Deferred tax liabilities or assets have been calculated on the temporary differences between taxation and
the financial statements, using the prevailing tax base at balance sheet date. The balance sheet includes de-
ferred tax liabilities in their entirety and deferred tax assets in the amount of the estimated probable receiv-
ables.
Revenue recognition
The sale of products and services is recognised in connection with their delivery.
Capitalised development costs (Accounting Ordinance 2:4, 3-4)
The company’s capitalised product development expenditure relating to the Pihlajalinna mobile application
and the company website will be amortised over their economic useful lives. Unamortised development ex-
penditure included in intangible assets, which restricts profit distribution, amounted to EUR 0 (96) thousand
at the end of the financial year.
Recognition of pension schemes
The personnel’s statutory pension security is handled by an external pension insurance company. Pension
costs are recognised as expenses during the year of their accrual.
Derivative financial instruments
The company has an interest swap agreement that is used to hedge floating rate financing arrangement.
The company present the interest swap agreement according to prudent basis (Accounting Board
2016/1963). The negative value of the interest swap agreement is recorded based on the lowest value as an
expense and a liability. The positive unrealized value is presented as an off balance sheet item and income
statement item and presented only in the Notes. Additional information on the derivative is presented in
the parent company’s
Other notes
.
Hybrid Bond
On March 27, 2023, Pihlajalinna Oyj issued a hybrid bond of EUR 20 million. The hybrid bond is presented in
liabilities in the balance sheet and the interest is presented in financial expenses in the income statement.
1.1. Revenue
EUR
2024
2023
Revenues by sector
Sale of services
0.00
3,160.00
Sale of services, intracompany
11,988,270.96
9,074,120.90
11,988,270.96
9,077,280.90
1.2. Other operating income
EUR
2024
2023
Rental income
0.00
116,400.00
Lease income from equipment
416,086.56
239,637.60
Other income
113,489.78
0.00
Capital gains on property, plant and equipment
0.00
39,683.48
529,576.34
395,721.08
1.3. Personnel expenses
EUR
2024
2023
Wages and salaries
-1,311,778.04
-1,245,387.37
Pension costs
-173,110.81
-132,917.15
Other social security expenses
-20,755.35
-18,908.22
-1,505,644.20
-1,397,212.74
Average number of employees during the financial year
3
3
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
143
The remuneration of the Board of Directors of Pihlajalinna Plc is included in the company’s
personnel ex-
penses. The Annual General Meeting of 10 April 2024 resolved that the Board of Directors would be paid the
following annual remuneration for the term ending at the conclusion of the 2025 Annual General Meeting:
to the Chair of the Board of Directors EUR 60,000 per year; to the Vice-Chair of the Board and the Chairs of
the Committees
EUR 40,000 per year, and to members EUR 30,000 per year.
The annual remuneration shall be paid in company shares and in cash, with approximately 40 per cent of
the remuneration used to acquire shares in the name and on behalf of the members of the Board of Direc-
tors, and the remainder paid in cash. The remuneration can be paid either entirely or partially in cash if the
member of the Board of Directors has, on the day of the General Meeting, 10 April 2024, been in possession
of over EUR 1,000,000 worth of company shares. The company was responsible for the expenses and trans-
fer tax arising from the acquisition of the shares. The remuneration to be paid in company's own shares was
completed by handing over to the members of the Board a total of 11,977 own shares in May. Rest of the
annual remuneration was paid at the same time in cash.
If the term of a Board member ends before the Annual General Meeting of 2025, the Board is entitled to
decide on the possible recovery of the remuneration in a manner it deems appropriate.
In addition, the Annual General Meeting decided that each Board member shall be paid a meeting fee of
EUR 600 for each Board and Committee meeting. furthermore,
reasonable travel expenses of the members
of the Board of Directors are reimbursed in accordance with the Company's travel policy.
1.4. Depreciation and impairment
EUR
2024
2023
Depreciation according to plan
Intangible assets
-1,377,555.98
-1,849,409.00
Property, plant and equipment
-1,431,185.78
-822,892.20
Total depreciation according to plan
-2,808,741.76
-2,672,301.20
1.5. Other operating expenses
EUR
2024
2023
Voluntary social security expenses
-54,775.34
-12,692.29
Facility expenses
-209,775.52
-172,718.41
Vehicle expenses
-2,744.54
-15,432.06
ICT expenses
-10,389,136.69
-7,359,055.50
Machinery and equipment expenses
-5,475.60
Sales, marketing and travel expenses
-73,238.70
-66,666.55
Administrative expenses
-996,098.90
-1,250,023.77
Losses on disposal of fixed assets
-10,935.87
Other operating expenses, total
-11,742,181.16
-8,876,588.58
Auditor’s fees
Audit fees
104,206.91
74,677.92
Auxiliary services
60,309.22
34,871.13
Total
164,516.13
109,549.05
1.6. Financial income and expenses
EUR
2024
2023
Dividends from Group companies
10,000,000.0
Income from interests in Group companies
Interest income from non-current investments
From Group companies
2,960,678.03
3,174,052.50
From others
517,545.88
359,351.18
Interest income from non-current investments, total
13,478,223.91
3,533,403.68
Interest expenses and other financial expenses
To Group companies
-3,389,503.31
-2,552,589.11
To others
-10,710,560.56
-6,334,761.17
Interest expenses and other financial expenses, total
-14,100,063.87
-8,887,350.28
Financial income and expenses, total
-621,839.96
-5,353,946.60
1.7. Appropriations
EUR
2024
2023
Difference between depreciation according to plan and dep-
reciation in taxation
265,842.71
-783,600.41
Group contributions received
22,200,000.00
537,000.00
Total
22,465,842.71
-246,600.41
1.8. Income taxes
EUR
2024
2023
Change in deferred tax assets
-2,481,979.17
1,364,318.99
Income taxes on actual operations during the financial year
Income taxes total
-2,481,979.17
1,364,318.99
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
144
Notes to the balance sheet
2.1. Intangible assets
EUR
2024
2023
Development costs
Acquisition cost at the start of the financial year
1,606,814.06
1,606,814.06
Acquisition cost at the end of the period
1,606,814.06
1,606,814.06
Accumulated depreciation at beginning of period
-1,510,619.52
-1,348,490.86
Depreciation and amortisation for the period
-96,194.54
-162,128.66
Carrying amount at the end of period
0.00
96,194.54
Other intellectual property rights
Acquisition cost at the start of the financial year
1,658,013.65
1,658,013.65
Acquisition cost at the end of the period
1,658,013.65
1,658,013.65
Accumulated depreciation at beginning of period
-1,618,867.23
-1,464,460.93
Depreciation and amortisation for the period
-26,288.61
-154,406.30
Carrying amount at the end of period
12,857.81
39,146.42
Other long-term expenditures
Acquisition cost at the start of the financial year
8,972,575.87
7,448,657.25
Additions
100,564.00
1,251,142.00
Transfers between items
189,079.81
272,776.62
Acquisition cost at the end of the period
9,262,219.68
8,972,575.87
Accumulated depreciation at beginning of period
-5,867,857.93
-4,334,983.89
Depreciation and amortisation for the period
-1,255,072.83
-1,532,874.04
Carrying amount at the end of period
2,139,288.92
3,104,717.94
Prepayments for intangible assets
Acquisition cost at the start of the financial year
137,048.51
165,678.66
Additions
52,031.30
244,146.47
Transfers between items
-189,079.81
-272,776.62
Carrying amount at the end of period
0.00
137,048.51
Intangible assets, total
Acquisition cost at the start of the financial year
12,374,452.09
10,879,163.62
Additions
152,595.30
1,495,288.47
Acquisition cost at the end of the period
12,527,047.39
12,374,452.09
Accumulated depreciation at beginning of period
-8,997,344.68
-7,147,935.68
Depreciation and amortisation for the period
-1,377,555.98
-1,849,409.00
Carrying amount at the end of period
2,152,146.73
3,377,107.41
2.2. Property, plant and equipment
EUR
2024
2023
Machinery and equipment
Acquisition cost at the start of the financial year
8,965,291.18
3,585,374.34
Additions
54,688.38
5,490,765.53
Disposals
-135,413.04
-110,848.69
Acquisition cost at the end of the period
8,884,566.52
8,965,291.18
Accumulated depreciation at beginning of period
-2,567,378.02
-1,843,017.99
Depreciation and amortisation for the period
74,477.17
98,532.17
Accumulated depreciation on disposals
-1,431,185.78
-822,892.20
Carrying amount at the end of the period
4,960,479.89
6,397,913.16
Total tangible assets
Acquisition cost at the start of the financial year
8,965,291.18
3,585,374.34
Additions
54,688.38
5,490,765.53
Disposals
-135,413.04
-110,848.69
Acquisition cost at the end of the period
8,884,566.52
8,965,291.18
Accumulated depreciation at beginning of period
-2,567,378.02
-1,843,017.99
Depreciation and amortisation for the period
74,477.17
98,532.17
Accumulated depreciation on disposals
-1,431,185.78
-822,892.20
Carrying amount at the end of the period
4,960,479.89
6,397,913.16
2.3. Investments
EUR
2024
2023
Other shares and participations
Acquisition cost at the start of the financial year
50,000.00
50,000.00
Acquisition cost at the end of the period
50,000.00
50,000.00
Shares in subsidiaries
Acquisition cost at the start of the financial year
384,485,075.95
384,485,075.95
Acquisition cost at the end of the period
384,485,075.95
384,485,075.95
Total investments
384,535,075.95
384,535,075.95
A full list of the Group’s subsidiaries is presented in Note 31 Subsidiaries in the the consolidated financial
statements.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
145
2.4. Non-current receivables
EUR
2024
2023
Receivables from others
Deferred tax assets
6,062.31
2,488,041.48
Total non-current receivables
6,062.31
2,488,041.48
2.5. Current receivables
EUR
2024
2023
Receivables from others
Trade receivables
0.00
12,028.00
Other receivables
678,769.65
42,542.85
Prepayments and accrued income
5,345,447.22
1,565,976.02
Total
6,024,216.87
1,620,546.87
Receivables from Group companies
Trade receivables
1,103,518.86
1,808,354.87
Loan receivables
41,781,347.28
45,532,639.27
Prepayments and accrued income
23,677,079.81
1,964,250.75
Total
66,561,945.95
49,305,244.89
Material items included in Prepayments and accrued income
Group contribution
22,200,000.00
537,000.00
Accrued social security expenses
54,009.11
64,005.82
Accrued trade payables
5,829,141.88
2,462,106.74
Other
939,376.04
467,114.21
Total
29,022,527.03
3,530,226.77
Total current receivables
72,586,162.82
50,925,791.76
2.6. Equity
EUR
2024
2023
Restricted equity
Share capital at the beginning
80,000.00
80,000.00
Share capital at the end
80,000.00
80,000.00
Total restricted equity
80,000.00
80,000.00
Unrestricted equity
Reserve for invested unrestricted equity at the beginning
183,190,483.50
183,190,483.50
Reserve for invested unrestricted equity at the end
183,190,483.50
183,190,483.50
Retained earnings at the beginning
20,334,276.59
28,043,605.15
Dividends paid
-1,579,002.46
0.00
Acquisition of own shares
-936,721.11
0.00
Retained earnings
17,818,553.02
28,043,605.15
Profit for the period
15,823,303.76
-7,709,328.56
Total unrestricted equity
216,832,340.28
203,524,760.09
Total equity
216,912,340.28
203,604,760.09
Retained earnings
17,818,553.02
28,043,605.15
Result for the period
15,823,303.76
-7,709,328.56
Reserve for invested unrestricted equity
183,190,483.50
183,190,483.50
Capitalised development costs
0.00
-96,194.54
Distributable unrestricted equity
216,832,340.28
203,428,565.55
Shares in subsidiaries
22,620,135
22,620,135
of which treasury shares
141,184
53,980
Number of outstanding shares
22,478,951
22,566,155
2.7. Accumulated appropriations
EUR
2024
2023
Accumulated depreciation difference
1,431,643.08
1,697,485.79
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
146
2.8. Liabilities
EUR
2024
2023
2.8.1 Non-current liabilities
Liabilities to others
Loans from financial institutions
110,000,000.00
140,000,000.00
Hybrid Bond
20,000,000.00
20,000,000.00
Other non-current liabilities
2,559,107.60
3,649,827.42
Non-current liabilities, total
132,559,107.60
163,649,827.42
2.8.2 Current liabilities
Liabilities to others
Trade payables
6,289,126.00
1,373,176.58
Other liabilities
1,145,783.75
1,212,740.53
Accrued liabilities
5,050,694.19
4,643,388.60
12,485,603.94
7,229,305.71
Liabilities to Group companies
Trade payables
453.50
85,105.25
Accrued liabilities
35,244.00
106,573.84
Other liabilities
131,453,220.23
95,629,763.61
131,488,917.73
95,821,442.70
Material items included under Accrued liabilities
Personnel expense allocations
419,860.59
173,339.05
Interest allocations
4,157,410.10
4,013,966.92
Other items
508,667.50
562,656.47
5,085,938.19
4,749,962.44
Current liabilities, total
143,974,521.67
103,050,748.41
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
147
Other notes
EUR
2024
2023
Collaterals and contingent liabilities
Other sureties
157,270.00
157,270.00
Pihlajalinna’s financing arrangements
In June 2024, Pihlajalinna rearranged its long-term debt financing with a sustainability-linked financing ar-
rangement. The agreement includes a EUR 110 million term loan for refinancing the Group’s previous debt,
and a revolving credit facility of EUR 60 million for general financing purposes. The financing agreement is
for three years and includes two option years.
The financing arrangement includes the customary financial covenants concerning leverage (ratio of net
debt to pro forma EBITDA) and gearing. IFRS 16 lease liabilities are not taken into account in the calculation
of the covenants. Additionally, the loan margin of the financing is linked to Pihlajalinna’ s main sustainability
targets: patient satisfaction, access to surgical treatment and employee satisfaction. Sustainability objec-
tives have a minor effect on the loan margin, depending on how many of the agreed-upon sustainability tar-
gets are achieved. At the end of the financial year, the sustainability targets linked to the financing arrange-
ment did not cause any changes in the loan margins. During the financial year and at the end of it, the
Group met the financial covenants agreed upon in the agreement.
At the end of the reporting period, 31 December 2024, the withdrawn loan amount to which the cove-
nants apply was EUR 110.0 million (EUR 140.0 million)
.
Pihlajalinna has an interest rate swap agreement with a nominal value of EUR 65 million, which is used to
convert the interest on a floating rate financing arrangement to a fixed rate. The interest rate
swap entered
into effect in March 2023 and will remain
in effect until 25 March 2027. Its fair value was -0.8 (0.2) million at
the end of the financial year
. Derivative contract is presented in the parent company’s financial statements
based on the principle of prudence, and the positive unrealized difference between the value at the time of
execution and the value on the balance sheet date has not been recorded as income in the financial state-
ments. The negative unrealized difference between the value at the time of execution and the value on the
balance sheet date has been recorded as an expense and a liability.
The Group sold its previous interest rate swap agreement on early 2023. The fair value of the interest
rate swap agreement at the time of concluding the agreement was approximately EUR 3.9 million. In com-
parison period, the gain on the sale is presented reducing financial expenses in the parent company’s in-
come statement.
On 27 March 2023, Pihlajalinna issued a hybrid bond with an annual coupon of 12%. The hybrid bond
does not have a specified maturity date. Pihlajalinna is entitled to redeem the hybrid bond on the Reset
Date, 27 March 2026, and thereafter on each interest payment date. The hybrid bond is presented in the
parent company’s financial statements in liabilities in the balance sheet and the interest is presented in fi-
nancial expenses in the income statement.
Pihlajalinna had EUR 70.0 (70,0) million in unused committed credit limits available. Unused credit limits
consist of EUR 10 million credit limit agreement and EUR 60 million unwithdrawn revolving credit facility.
EUR
2024
2023
Lease commitments
Within one year
166,880.64
158,211.96
Between one and five years
278,134.40
395,529.90
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
148
Dates and signatures to the report by the Board of Directors and the financial statements
Tampere, 19 March 2025
The financial statements, prepared in accordance with applicable accounting regulations, give a true and fair view of the assets, liabilities, financial position, and profit or loss of both the company and the group of compa-
nies included in its consolidated
financial statements.
The management report contains a fair review of the development and performance of the business operations of both the company and the group of companies included in its consolidated financial statements, as well as
a description of the most significant risks and uncertainties and other aspects of the company's condition.
The sustainability report included in the management report has been prepared in accordance with the reporting standards referred to in Chapter 7 of the Finnish Accounting Act as well as Article 8 of the EU Taxonomy
Regulation.
Jukka Leinonen
Kim Ignatius
Heli Iisakka
Hannu Juvonen
Chair
Tiina Kurki
Leena Niemistö
Mikko Wirén
Tuomas Hyyryläinen
CEO
Auditor’s Note
A report on the performed audit has been issued today.
On the date of the electronic signature
KPMG Oy Ab
Assi Lintula
Authorised Public Accountant
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
149
Auditor’s Report
To
the Annual General Meeting of Pihlajalinna Plc
Report on the Audit of the Financial Statements
Opinion
We have audited the financial statements of Pihlajalinna Plc (business identity code 2617455-1) for the year
ended 31 December 2024. The financial statements comprise the consolidated statement of financial posi-
tion, statement of comprehensive income, statement of changes in equity, statement of cash flows and
notes, including a summary of significant accounting policies, as well as the parent company’s balance
sheet, income statement, cash flow statement and notes.
In our opinion
●
the consolidated financial statements give a true and fair view of the group’s financial position, financial
performance and cash flows in accordance with International Financial Reporting Standards (IFRS) as
adopted by the EU
●
the financial statements give a true and fair view of the parent company’s financial
performance and fi-
nancial position in accordance with the laws and regulations governing the preparation of financial state-
ments in Finland and comply with statutory
requirements.
Our opinion is consistent with the additional report submitted to the Audit Committee.
Basis for Opinion
We conducted our audit in accordance with good auditing practice in Finland. Our
responsibilities under
good auditing practice are further described in the
Auditor’s Responsibilities
for the Audit of the Financial
Statements section
of our report.
We are independent of the parent company and of the group companies in accordance with the ethical
requirements that are applicable in Finland and are relevant to our audit, and we have fulfilled our other
ethical responsibilities in accordance with these requirements.
In our best knowledge and understanding, the non-audit services that we have provided to the parent
company and group companies are in compliance with laws and regulations applicable in Finland regarding
these services, and we have not provided any prohibited non-audit services referred to in Article 5(1) of reg-
ulation (EU) 537/2014. The non-audit services that we have provided have been disclosed in note 7 to the
consolidated financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for
our opinion.
Materiality
The scope of our audit was influenced by our application of materiality. The materiality is determined based
on our professional judgement and is used to determine the nature, timing and extent of our audit proce-
dures and to evaluate the effect of identified misstatements on the financial statements as a whole. The
level of materiality we set is based on our assessment of the magnitude of misstatements that, individually
or in aggregate, could reasonably be expected to have influence on the economic decisions of the users of
the financial statements. We have also taken into account misstatements and/or
possible misstatements
that in our opinion are material for qualitative reasons for the users of the financial statements.
Key Audit Matters
Key audit matters are those matters that, in our professional judgment, were of most significance in our au-
dit of the financial statements of the current period. These matters were addressed in the context of our
audit of the financial statements as a whole, and in forming our opinion thereon, and we do not provide a
separate opinion on these matters. The significant risks of material misstatement referred to in the EU Reg-
ulation No 537/2014 point (c) of Article 10(2) are included in the description of key audit matters below.
We have also addressed the risk of management override of internal controls. This includes consideration
of whether there was evidence of management bias that represented a risk of material misstatement due to
fraud.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
150
The key audit matter
How the matter was addressed in the audit
Valuation of Goodwill (refer to note 14 Intangible assets and goodwill to the consolidated financial statements)
●
In the consolidated financial statements as of 31 December 2024, the goodwill balance is EUR 254.9 million, accounting for approx-
imately 40% of the balance sheet total and 151% of the consolidated equity.
●
At the beginning of the 2024 financial year, Pihlajalinna adopted a new reporting structure that is in line with the Group's business
model and organisational structure. At the same time, goodwill was allocated to the cash-generating units in accordance with the
new reporting structure.
●
Goodwill is not amortised but is tested at least annually for possible impairment. Determining the cash flow projections underlying
impairment testing requires management judgment, including revenue growth rate, profitability, discount rate
and long-term
growth rate, among others.
●
Due to the high level of management judgement related to the forecasts used, and the significant carrying amounts involved, valu-
ation of goodwill is considered a key audit matter.
●
We considered the change in the reporting structure and assessed the calcula-
tions used to allocate goodwill to the cash-generating units at the beginning of
the financial year.
●
We assessed the historical accuracy of the forecasts made by management by
comparing the actual cash flows with the previous forecasts.
●
We assessed the key assumptions underlying the impairment calculations such
as revenue growth rate, profitability, discount rate
and long-term growth rate
by reference to budgets and longer-term forecasts, data sources external to
the
Group and our own views. In examining the forecasts, we exercised professional
judgement in evaluating and testing key assumptions.
●
We utilised our own valuation specialists in assessing the accuracy of the tech-
nical implementation of the calculations and comparing the assumptions used
with market and industry-specific data.
●
In addition, we considered the appropriateness of the notes to the consolidated
financial statements provided on goodwill and impairment testing.
Revenue recognition (refer to note 2 Revenue from contracts with customers to the consolidated financial statements)
●
The consolidated revenue for the financial year 2024 totalled EUR 704.4 million and comprised many types of services and service
packages. The performance obligations are satisfied both over time and at a point in time, and services are provided across multi-
ple locations and channels for different customer and user groups.
●
The number of sales transactions processed through the IT systems is high and the Group has a variety of pricing and contracting
structures in place.
●
There were significant contractual changes in the long-term social and healthcare outsourcing agreements during the financial
year.
●
Due to the variety and large number of contract structures and sales transactions, revenue recognition is considered a key audit
matter.
●
Our audit procedures included an assessment of the internal control environ-
ment related to sales processes and testing of key controls, as well as substan-
tive testing.
●
We evaluated the IT systems relevant to sales and associated general IT con-
trols.
●
We tested recording of sales transactions, operation of the invoicing and pricing
processes and assessed the appropriateness and timeliness of revenue recogni-
tion transactions.
●
We performed substantive audit procedures on changes in social and healthcare
outsourcing agreements and resulting impacts on revenue recognition.
●
In addition, we considered the appropriateness of the notes to the consolidated
financial statements on revenue recognition.
We have not identified key audit matters relating to the parent company’s
financial statements.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
151
Responsibilities of the Board of Directors and the Managing Director for
the Financial State-
ments
The Board of Directors and the Managing Director are responsible for the preparation of consolidated finan-
cial statements that give a true and fair view in accordance with IFRS Accounting Standards as adopted by
the EU, and of financial statements that give a true and fair view in accordance with the laws and regula-
tions governing the preparation of financial statements in Finland and comply with statutory requirements.
The Board of Directors and the Managing Director are also responsible for such internal control as they de-
termine is necessary to enable the preparation of financial statements that are free from material misstate-
ment, whether due to fraud or error.
In preparing the financial statements, the Board of Directors and the Managing Director are responsible
for assessing the parent company’s and the group’s ability to continue as a going concern, disclosing, as ap-
plicable, matters relating to going concern and using the going concern basis of accounting. The financial
statements are prepared using the going concern basis of accounting unless there is an intention to liqui-
date the parent company or the group or cease operations, or there is no realistic alternative but to do so.
Auditor’s Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are
free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that in-
cludes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit
conducted in accordance with good auditing practice will always detect a material misstatement when it
exists. Misstatements can arise from fraud or error and are considered material if, individually or in the ag-
gregate, they could reasonably be expected to influence the economic decisions of users taken on the basis
of the financial statements.
As part of an audit in accordance with good auditing practice, we exercise professional judgment and
maintain professional scepticism throughout the audit. We also:
●
Identify and assess the risks of material misstatement of the financial statements, whether due to fraud
or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is
sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstate-
ment resulting from fraud is higher than for one resulting from error, as fraud may
involve collusion, for-
gery, intentional omissions, misrepresentations, or the override of internal control.
●
Obtain an understanding of internal control relevant to the audit in order to design audit procedures that
are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effective-
ness of the parent company’s or the group’s internal control.
●
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates
and related disclosures made by management.
●
Conclude on the appropriateness of the Board of Directors’ and the Managing Director’s use of the going
concern basis of accounting and based on the audit evidence obtained, whether a material uncertainty
exists related to events or conditions that may cast significant doubt on the parent company’s or the
group’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are
required to draw attention in our auditor’s report to the related disclosures in the financial statements
or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evi-
dence obtained up to the date of our auditor’s report. However, future events or conditions may cause
the parent company or the group to cease to continue as a going concern.
●
Evaluate the overall presentation, structure and content of the financial statements, including the disclo-
sures, and whether the financial statements represent the underlying transactions and events so that the
financial statements give a true and fair view.
●
Obtain sufficient appropriate audit evidence regarding the financial information of the entities or busi-
ness activities within the group to express an opinion on the consolidated financial statements. We are
responsible for the direction, supervision and performance of the group audit. We remain solely responsi-
ble for our audit opinion.
We communicate with those charged with governance regarding, among other matters, the planned scope
and timing of the audit and significant audit findings, including any significant deficiencies in internal control
that we identify during our audit.
We also provide those charged with governance with a statement that we have complied with relevant
ethical requirements regarding independence, and communicate with them all relationships and other mat-
ters that may reasonably be thought to bear on our independence, and where applicable, related safe-
guards.
From the matters communicated with those charged with governance, we determine those matters that
were of most significance in the audit of the financial statements of the current period and are therefore the
key audit matters. We describe these matters
in our auditor’s report unless law or regulation precludes pub-
lic disclosure about the matter or when, in extremely rare circumstances, we determine that a matter
should not be communicated in our report because the adverse consequences of doing so would reasonably
be expected to outweigh the public interest benefits of such communication.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
152
Other Reporting Requirements
Information on our audit engagement
We were first appointed as auditors by the Annual General Meeting when Pihlajalinna Plc was established
on 15 April 2014 and our appointment represents a total period of uninterrupted engagement of eleven
years. In Pihlajalinna Terveys Oy we were first appointed as auditors for
the financial year ended 31 Decem-
ber 2010. Pihlajalinna Plc became a public interest entity on 8 June 2015. We have been the company’s au-
ditors since it became a public interest entity.
Other Information
The Board of Directors and the Managing Director are responsible for the other information. The other in-
formation comprises the report of the Board of Directors and the information included in the Annual Re-
port, but does not include the financial statements and our auditor’s report thereon. We have obtained the
report of the Board of Directors and the Annual Report prior to the date of this auditor’s report. Our opinion
on the financial statements does not cover the other information.
In connection with our audit of the financial statements, our responsibility is to read the other infor-
mation identified above and, in doing so, consider whether the other information is materially inconsistent
with the financial statements, or our knowledge obtained in the audit, or otherwise appears to be materially
misstated. With respect to the report of the Board of Directors, our responsibility also includes considering
whether the report of the Board of Directors has been prepared in compliance with the applicable provi-
sions, excluding the sustainability report information on which there are provisions in Chapter 7 of the Ac-
counting Act and in the sustainability reporting standards.
In our opinion, the information in the report of the Board of Directors is consistent with the information
in the financial statements and the report of the Board of Directors has been prepared in compliance with
the applicable provisions. Our opinion does not cover the sustainability report information on which there
are provisions in Chapter 7 of the Accounting Act and in the sustainability reporting standards
If, based on the work we have performed on the other information that we obtained prior to the date of
this auditor’s report, we conclude that there is a material misstatement of this other information, we are
required to report that fact. We have nothing to report in this regard.
Tampere 20. March 2025
KPMG OY AB
Assi Lintula
Authorised Public Accountant, KHT
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
153
Assurance Report
on the Sustainability Report
To the Annual General Meeting of
Pihlajalinna Oyj
We have performed a limited assurance engagement on the group sustainability report of Pihlajalinna Oyj
(business identity code 2617455–1) that is referred to in Chapter 7 of the Accounting Act and that is in-
cluded in the report of the Board of Directors for the financial year 1.1.–31.12.2024.
Opinion
Based on the procedures we have performed and the evidence we have obtained, nothing has come to our
attention that causes us to believe that the group sustainability report does not comply, in all material re-
spects, with
1) the requirements laid down in Chapter 7 of the Accounting Act and the sustainability reporting standards
(ESRS);
2) the requirements laid down in Article 8 of the Regulation (EU) 2020/852 of the European Parliament and
of the Council on the establishment of a framework to facilitate sustainable investment, and amending
Regulation (EU) 2019/2088 (EU Taxonomy).
Point 1 above also contains the process in which Pihlajalinna Oyj has identified the information for reporting
in accordance with the sustainability reporting standards (double materiality assessment) and the tagging of
information as referred to in Chapter 7, Section 22 of the Accounting Act.
Our opinion does not cover the tagging of the group sustainability report with digital XBRL sustainability
tags in accordance with Chapter 7, Section 22, Subsection 1(2), of the Accounting Act, because sustainability
reporting companies have not had the possibility to comply with that provision in the absence of the ESEF
regulation or other European Union legislation.
Basis for Opinion
We performed the assurance of the group sustainability report as a limited assurance engagement in com-
pliance with good assurance practice in Finland and with the International Standard on Assurance Engage-
ments (ISAE) 3000 (Revised)
Assurance Engagements Other than Audits or Reviews of Historical Financial
Information
.
Our responsibilities under this standard are further described in the
Responsibilities of the Authorized
Group Sustainability Auditor
section of our report.
We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our
opinion.
Other Matter
We draw attention to the fact that the group sustainability report of Pihlajalinna Oyj that is referred to in
Chapter 7 of the Accounting Act has been prepared and assurance has been provided for it for the first time
for the financial year 1.1.–31.12.2024. Our opinion does not cover the comparative information that has
been presented in the group sustainability report. Our opinion is not modified in respect of this matter.
Authorized group sustainability auditor's Independence and Quality Management
We are independent of the parent company and of the group companies in accordance with the ethical re-
quirements that are applicable in Finland and are relevant to our engagement, and we have fulfilled our
other ethical responsibilities in accordance with these requirements.
The authorized group sustainability auditor applies International Standard on Quality Management ISQM
1, which requires the authorized sustainability audit firm to design, implement and operate a system of
quality management including policies or procedures regarding compliance with ethical requirements, pro-
fessional standards and applicable legal and regulatory requirements.
Responsibilities of the Board of Directors and the Managing Director
The Board of Directors and the Managing Director of Pihlajalinna Oyj are responsible for:
●
the group sustainability report and for its preparation and presentation in accordance with the provisions
of Chapter 7 of the Accounting Act, including the process that has been defined in the sustainability re-
porting standards and in which the information for reporting in accordance with the sustainability report-
ing standards has been identified as well as the tagging of information as referred to in Chapter 7, Section
22 of the Accounting Act and
●
the compliance of the group sustainability report with the requirements laid down in Article 8 of the Reg-
ulation (EU) 2020/852 of the European Parliament and of the Council on the establishment of a frame-
work to facilitate sustainable investment, and amending Regulation (EU) 2019/2088;
●
such internal control as the Board of Directors and the Managing Director determine is necessary to ena-
ble the preparation of a group sustainability report that is free from material misstatement, whether due
to fraud or error.
Inherent Limitations in the Preparation of a Sustainability Report
Preparation of the sustainability report requires company to make materiality assessment to identify rele-
vant matters to report. This includes significant management judgement and choices. It is also characteristic
to the sustainability reporting that reporting of this kind of information includes estimates and assumptions
as well as measurement and estimation uncertainty. Furthermore, when reporting forward looking infor-
mation company has to disclose assumptions related to potential future events and describe company´s
possible future actions in relation to these events. Actual outcome may differ as forecasted events do not
always occur as expected.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
154
Responsibilities of the Authorized Group Sustainability Auditor
Our responsibility is to perform an assurance engagement to obtain limited assurance about whether the
group sustainability report is free from material misstatement, whether due to fraud or error,
and to issue a
limited assurance report that includes our opinion. Misstatements can arise from fraud or error and are con-
sidered material if, individually or in the aggregate, they could reasonably be expected to influence the deci-
sions of users taken on the basis of the group sustainability report.
Compliance with the International Standard on Assurance Engagements (ISAE) 3000 (Revised) requires
that we exercise professional judgment and maintain professional skepticism throughout the engagement.
We also:
●
Identify and assess the risks of material misstatement of the group sustainability report, whether due to
fraud or error, and obtain an understanding of internal control
relevant to the engagement in order to
design assurance procedures that are appropriate in the circumstances, but not for the purpose of ex-
pressing an opinion on the effectiveness of the parent company’s or the group’s internal control.
●
Design and perform assurance procedures responsive to those risks to obtain evidence that is sufficient
and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement re-
sulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery,
in-
tentional omissions, misrepresentations, or the override of internal control.
Description of the Procedures That Have Been Performed
The procedures performed in a limited assurance engagement vary in nature and timing from, and are less
in extent than for, a reasonable assurance engagement.
The nature, timing and extent of assurance proce-
dures selected depend on professional judgment, including the assessment of risks of material misstate-
ment, whether due to fraud or error. Consequently,
the level of assurance obtained in a limited assurance
engagement is substantially lower than the assurance that would have been obtained had a reasonable as-
surance engagement been performed.
Our procedures included for ex. the following:
●
We interviewed group management and persons responsible for the preparation and gathering of the
sustainability information.
●
We familiarized with interviews to the key processes related to collecting and consolidating the sustaina-
bility information.
●
We got acquainted with the relevant guidances and policies related to the sustainability information dis-
closed in the sustainability report.
●
We acquainted ourselves to the background documentation and other records prepared by the company,
as appropriate and assessed how they support the information included in the sustainability report.
●
In relation to the double materiality assessment process, we interviewed persons responsible for the pro-
cess and familiarized ourselves with the process description prepared of the double materiality assess-
ment and other documentation and background materials.
●
In relation to the EU taxonomy information we interviewed the management of the company and per-
sons with key roles in reporting taxonomy information, we obtained evidence supporting the interviews
and reconciled the reported EU taxonomy information to supporting documents and to the bookkeeping,
as applicable.
●
We assessed the application of the ESRS sustainability reporting standards reporting principles in the
presentation of the sustainability information.
Tampere 20. March 2025
KPMG OY AB
Assi Lintula
Authorized Sustainability Auditor, KRT
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
155
Independent Auditor’s report
on the ESEF financial
statements
of Pihlajalinna Plc
To the Board of
Directors of Pihlajalinna Plc
We
have
performed
a
reasonable
assurance
engagement
on
the
financial
statements
74370058MTRLEDOCHV67-2024-12-31-0-en.zip of Pihlajalinna
Plc (Business
ID 2617455-1)
that have
been
prepared in
accordance with
the Commission’s
regulatory technical
standard
for
the financial
year ended
31.12.2024.
The Responsibility of the Board of Directors and Managing Director
The Board of Directors and Managing Director
are responsible for the preparation of the company’s report of
the Board of
Directors and financial statements
(the ESEF financial
statements) in such a
way that they comply
with the requirements of the Commission’s regulatory technical standard. This responsibility includes:
●
preparing the ESEF financial statements in XHTML format in accordance with Article 3 of the Commis-
sion’s regulatory technical standard
●
tagging the primary financial statements, notes and company’s identification data in the consolidated fi-
nancial statements that are included in the ESEF financial statements with iXBRL tags in accordance with
Article 4 of the Commission’s regulatory technical standard and
●
ensuring the consistency between the ESEF financial statements and audited financial statements.
The Board of Directors
and the Managing Director
are also responsible
for such internal
control as they
de-
termine is necessary to enable the preparation
of ESEF financial statements
in accordance with the require-
ments of the Commission’s regulatory technical standard.
Auditor’s Independence and Quality Management
We are independent of the
company in accordance with the ethical
requirements that are applicable in Fin-
land and are relevant to the engagement we have performed, and we have fulfilled our other ethical respon-
sibilities in accordance with these requirements.
The auditor applies
International Standard
on Quality Management
(ISQM 1), which
requires the firm
to
design, implement and operate
a system
of quality management including
policies or procedures regarding
compliance with ethical
requirements, professional
standards and
applicable legal
and regulations require-
ments
Auditor’s Responsibility
Our responsibility is to, in accordance with Chapter 7, Section 8 of the Securities Markets Act, provide
assur-
ance on the
financial statements
that have
been prepared in
accordance with the
Commission’s regulatory
technical standard. We express
an opinion
on whether the
consolidated financial statements
that are included
in the ESEF
financial statements have
been tagged, in
all material respects,
in accordance with
the require-
ments of the Article 4 of the Commission’s regulatory technical standard.
Our responsibility is to
indicate in our
opinion to what
extent the assurance
has been provided. We
con-
ducted a reasonable assurance engagement in accordance
with International Standard on Assurance Engage-
ments (ISAE 3000).
The engagement includes procedures to obtain evidence on:
●
whether the primary financial statements in the consolidated financial statements that are included in
the ESEF financial statements have been tagged, in all material respects, with iXBRL tags in accordance
with the requirements of Article 4 of the Commission’s regulatory technical standard and
●
whether the notes and company’s identification data in the consolidated financial statements that are
included in the ESEF financial statements have been tagged, in all material respects, with iXBRL tags in
accordance with the requirements of Article 4 of the Commission’s regulatory technical standard and
●
whether there is consistency between the ESEF financial statements and the audited financial state-
ments.
The nature, timing and extent
of the selected procedures
depend on the auditor’s judgement.
This includes
an assessment of the risk of a
material deviation due to fraud or error from the requirements of the Commis-
sion’s regulatory technical standard.
We
believe that
the evidence
we have
obtained is
sufficient and
appropriate to
provide a
basis for
our
opinion.
REPORT BY THE BOARD OF DIRECTORS |
AUDITED
FINANCIAL STATEMENTS
156
Opinion
Our opinion pursuant to Chapter 7, Section 8 of the Securities Markets Act is that the primary financial state-
ments, notes and company’s identification data in the consolidated financial statements
that are included in
the ESEF financial statements of Pihlajalinna Plc 74370058MTRLEDOCHV67-2024-12-31-0-en.zip for the year
ended 31 December 2024 have been tagged, in all material respects, in accordance with the requirements of
the Commission’s regulatory technical standard.
Our opinion on the audit of the
consolidated financial statements of Pihlajalinna
Plc for the financial year
ended 31 December
2024 has been expressed in
our auditor’s report dated 20.3.2025. With
this report we do
not express an opinion on the
audit of the consolidated financial statements
nor express another assurance
conclusion.
Tampere 28. March 2025
KPMG OY AB
Assi Lintula
KHT